Ran Rachlin: A Dedicated, Productive & Natural Leader

Crowd-testing is currently becoming one of the leading and most resource-efficient ways to test various types of digital products. But how can you measure the ROI of Crowdtesting? Is it possible to calculate the efficiency of Crowd-testing? An interview with Ran Rachlin, Co-founder & CEO – Ubertesters Inc. by Insights Success answer these questions and much more. Below are the highlights of the interview: What led to the inception of the company? I founded the company back in 2013, following a true need for a different type of software testing that I had in my previous company. In my former company, we developed a mobile app, and because of the diversity of the mobile world, we needed global testers to test for us with different devices, different languages, and carriers. We could not find a flexible and affordable solution. So, we came up with the concept of “Crowd testing” – a large community of global freelance testers that are ready to test any product for the client and provide a list of defects. The beauty of it was that the tester can do the testing during his/her free time and make extra money while testing. Give a detailed description of your influence over the company and the industry. When I started Ubertesters I decided that there will be three pillars to our success. The three most important things for me were a solid vision, good execution, and exceptional service. In the early days, I set up a clear vision of where we want to be and how we could get there. The next stage was to build a team of very talented, hardworking individuals that had a true desire to execute the vision well. Finally, once we started selling the service, there was no compromise on excellent and superior customer service. The best evidence is the large number of loyal customers that are using our services for several years and are extremely happy with us. Further, I also take upon myself the role of leading the sales team. Because of my sales background and the fact that I know the product best – I can lead the sales team and make sure we sign up the client. What do you consider to be your biggest professional achievement? The main achievement with Ubertesters was ‘creating something from nothing’. It all started with an idea based on a true “pain” I had, and a few years later, that dream became a reality with hundreds of clients, many employees, and a profitable company. What is your idea of Corporate Social Responsibility? Corporate Social Responsibility (CSR) is extremely important to me personally, and I strongly believe that it can improve the employee’s performance and morale. However, as we are not a large corporation, it is more difficult for us to engage in significant CSR activities. Our CSR activities are divided between several aspects such as community-related activities or environmental-related practices. I also believe that CSR is not only about the environment. It is also about integrating CSR issues with your employees and customers. Therefore, we make sure our employees’ wage structure is fair and equitable, we provide our employees with ongoing training, and we encourage our employees to seek a good balance between life/work. Describe in detail the work culture and the values that drive your company. We believe that our core values shape our work culture and inspire our employees to do more for our customers and as a result, are better motivated. The core values of Ubertesters are: – We believe in customer-focus and treating our customers with respect and faith. – We integrate honesty, integrity, transparency, and business ethics into all aspects of our business functioning – We care about our employee’s satisfaction and personal growth. Our work culture puts the customer and superior customer service at the true center. This is our DNA as a company, and it starts with me as the CEO. Further, we believe in accountability and recognition. All employees must be accountable for achieving their goals and the company goals. As the leader, I follow their work and either hold them accountable when underperforming or recognize a job well done. We also build a culture that is based on “make it fun”. People work better when they love what they do, and they cannot perform strict tasks all-day without fun. Lastly, we provide our employees with “room to grow” and make sure they are presented with interesting new roles and responsibilities. Source URL