Curiosity, being brave, and actively pushing the boundaries of the status quo is what creates innovation. I heard far too often that things aren’t possible or have always been done like this. In the end, that’s just not true. Everything is challengeable and changeable.
"I am a serial Founder, CEO, CTO and entrepreneur with a passion for technology, entrepreneurship and commerce who loves challenging and inspiring company cultures and smart people."
With almost two decades of building commerce technology businesses behind him, Boris Lokschin is undoubtedly an expert in digital commerce and digital transformation. Boris was at the forefront of the cloudification and Open Source movements of the commerce tech industry and even offered software-as-a-service solutions before it even was a recognised industry term. He has a deep understanding of the diverse organizational, methodological and complex technological needs multinational corporations and traditional businesses face amid ongoing digitization developments. Boris sold both of his previous businesses, the last one to NASDAQ listed CGI Inc.
Boris is convinced by the vast potential of technology to enable companies to build digital transactional capabilities beyond the traditional thinking and transform businesses and whole industries. Since its founding in 2014, Spryker has empowered 150+ companies such as ALDI, Toyota, Siemens, HILTI or RICOH around B2B, Enterprise Marketplaces, IoT and Unified Commerce in more than 200 countries worldwide. Spryker received $130 million in recent Series C funding led by US investor TCV (AirBnB, Netflix) at the end of 2020 at a company valuation exceeding $500 million, which makes Spryker the fastest growing enterprise commerce software company worldwide.
Connect with Boris
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Boris Lokschin in the Press
Could hybrid work be a management nightmare
Keeping teams aligned, deciding what to do with the office, figuring out what software to use — the hybrid workplace will arrive with a whole lot of hurdles.News
Spryker, a Berlin-based startup which provides ecommerce tools for businesses, is also going hybrid. With fewer employees working from the office full-time, the company is considering downsizing its offices to save cash and it believes other startups will follow suit. “As we are in a ‘war for talent’ situation, most companies likely cannot afford to [pay for] office space,” Boris Lokschin, Spryker’s co-founder and CEO told Sifted.
But while hybrid work offers multiple benefits – including savings on real estate, and giving employees a better work-life balance – transitioning to a hybrid model might not be easy for all startups.
Did Covid change software for the better?
We need a ‘Corona Viable Product (CVP)’ philosophy —one that focuses on immediate requirements, rather than the existing MVP approach.News
We need a ‘Corona Viable Product (CVP)’ philosophy —one that focuses on immediate requirements, rather than an MVP. The idea for the Minimum Viable Product (MVP) methodology for software development first appeared 20 years ago, becoming mainstream with the 2011 publication of The Lean Startup by Eric Ries. Getting an application to MVP level has become the way enterprises create products that have just enough features to attract early adopters, providing the feedback needed to validate or abandon a product early on in its development cycle before too much money has been spent.
Spryker raises $130M at a $500M+ valuation
Spryker has closed a round of $130 million and plans to use the funding to expand its own technology tools, as well as grow internationally.News
Spryker, which provides a full suite of e-commerce tools for businesses — starting with a platform to bring a company’s inventory online, through to tools to analyse and measure how that inventory is selling and where, and then adding voice commerce, subscriptions, click & collect, IoT commerce and other new features and channels to improve the mix — has closed a round of $130 million.
International expansion needs to always be on your radar from the very beginning when building a tech start-up. When you reach the point where your business has clear potential of becoming a leader in your space, this exciting step is unavoidable. With all the unexpected turns businesses and markets can take, you can never be to prepared for it. That said, thorough planning and learning from the experiences of other leaders and businesses can be a great asset to those embarking on their expansion journey. Reach out to other founders, partners, investors or people you trust, ask for their advice, for best and worst practices. This will help you avoid common pitfalls.
The first and most important cornerstone is our focus on Outcome vs. Output oriented work, why this is important as a guiding principle and how it is different from other ways of working and measuring results. For knowledge workers, as we are in our industry, this is a fundamentally different approach, which is especially relevant in a high performance environment with rapid, international growth, ambitious targets and when hiring and working with “AAA players” (as we call our high potentials and best performers).
What sounds similar, makes all the difference. While output might be the number of sales calls you make, the number of marketing assets you produce per week, the quantity of product releases you ship – outcome is what you are actually thriving for.
Today I am happy to share the kickoff article for a series around our exciting new concept of work at Spryker which, together with our Director People and Culture, Elise Mueller, I will deep dive into every 1-2 weeks sharing more insights, reasoning and arguments about every piece of it.
We call it FLOW which stands for Flexible – Life – Oryx – Work. Flow was designed based on our learnings, observations, ideas and team requirements over the last couple of years, accelerated and brought to the next level during the current pandemic.
It might sound paradoxical but when looking for talent I don’t care about impressive track records and decades of industry experience.
What do I mean by that? Bringing in new team members with many years of experience is helpful but it is not the solution to Spryker’s challenge. We’re building an ambitious hyper growth technology business that doesn’t operate “the way we always did it”. The experience talents bring from previous work places might be helpful at first but it has an expiration date.