Forecasting Shipments: Why you need to do it and how you can do it better!

Forecasting your shipments may not immediately spring to mind as the most crucial part of your cargo’s journey, after all it isn’t as tangible as the vessel or cargo itself! However, without good forecasting, you could be left with cargo and no vessel to put it on – or vice versa. So accurate forecasting is actually a lot more influential than it may seem. 

Why do I need to forecast?

There are a number of reasons why forecasting is so important – some very obvious and others not so:

  • More time means less stress – One key benefit of good forecasting is that it will simply make your life easier. And not just that, it will make life much better for your suppliers, your warehouse teams, the ship liners you use, and others who support you – like us at Twill – because they will be able to plan and prepare for your needs.
  • Keep your customers happy – The best way to keep your customers happy is giving them the product they want when they want it. Forecasting the demand you expect for your product means you can ensure that the right products always have the right stock levels.
  • Cost-efficiency – There are a number of ways in which good forecasting can improve your cost-efficiency. For example, by identifying stock that is not selling, or is obsolete, you can remove it from your warehouses and future planning. This brings the cost for keeping these products down. Forecasting your shipments in advance will also allow you to secure better rates – instead of urgently booking shipments and potentially having to pay significantly more. Once again saving costs for you.

How do I forecast better?

So now you know why forecasting is so essential – how do you could you make sure you are doing it right? And how can you do it better?

  • Give yourself time – Time is your greatest friend in this business, so give yourself as much as you can. At Twill we always look to help our customers if they have to make an urgent shipment but ultimately we get the best rates and deliver the best service when we know about your needs well in advance.
  • Be aware of peak periods – It is important in your forecasting to understand the peak periods when rates or demand may be subsequent to change – these include dates such as Chinese New Year and Christmas, but there may be others – so build them into your work. 
  • Use data – Forecasting can be as simple as an excel spreadsheet – but when utilised well it can give great insights into your customers’ needs or trends within your products. Use all the data you have available to you to inform your forecasting and help make insightful decisions.
  • Use the right type of forecasting – In the context of a supply chain there are a few key types of forecasting: Demand, Supply and Price. It’s important to see how each could benefit you. Demand forecasting, for example, will help you see which of your products is in demand currently and looking ahead. Supply forecasting, however, will help in understanding the trends around you (technological, political etc.) that may affect supply. Price forecasting is based on data gathered on both demand and supply – which then provides a prediction of short and long term prices and can give you insight into the reasons for those trends.

Forecasting has the potential not just to make your life easier, but if done correctly, it could help you make serious savings and increase your revenue by helping you spot trends and generally understand your market better. It may take some time to get your forecasting established – but the potential benefits are certainly worth the work.

-Lina Hu, Twill Customer Care

From A to B – just how do we do it?

Getting your cargo from A to B is what we do here at Twill, thanks to our organizational structure. But as they say: it’s often easier said than done!

Getting your valuable goods from one side of the world to the other takes coordination, speed, proactivity and about a hundred smaller steps (coordinating with about as many parties). Luckily, we have a customer care team whose sole job is to ensure all those things happen!

The first step

The process starts with our customers describing their needs to us, and from there we take care of the rest. We even coordinate with your suppliers directly to ensure they are also informed of their roles in ensuring the process is cared for end to end.

When picking a freight forwarder, you’re entrusting a partner with your business. At Twill, we know that, and our organizational structure means that we have the expertise to help you with this journey. Some of the key aspects of the process may be invisible to you, but you can rest assured they are covered in Twill.

Twill plays the coordinating role

One important part of the process is choosing the right vessel for our customers’ needs and taking care of the origin activities for you. Depending on your transit needs, the type of cargo you need, or negotiating the best price, you can trust Twill has got you covered.

This can be tricky, but due to our partnership with Damco – a reputable and global freight forwarder – we know exactly what it takes.

We coordinate with carriers, customs agents, and origin locations to get you what you need.  Whether it’s selecting the right bill of lading or helping ensure you get space on a carrier, we take care of the steps with all parties involved, and you only have to contact one of us!

A streamlined process

If you know the world of freight forwarding well, these steps aren’t new to you and we can help streamline them all within one, easy to use platform. And if you’re unsure of the full process, again you can rest easy knowing we won’t let any critical step be missed.

And once we’ve gotten your cargo from A to B, we’re still not satisfied until we hear from you on your experience. Our favourite step with any booking is hearing directly from you on what went well and if there is more we can do.

Keep following our blog and you’ll see more details about these key process steps over the coming weeks!

-Barbara Peric, Twill Head of Operations

Twill’s exciting product journey in 2018

With numerous new product features planned, 2018 looks hugely exciting for Twill. And 2017 was a year full of learning for us.

We understood our customers better by dividing them into different groups based on needs; we learnt how to make our product scalable for new markets and services; we learnt how to keep product design consistent; and we gained a deeper knowledge of the behind-the-scene processes and have so many ideas about how to make them more efficient.

Now it’s time to apply all of those learnings and insights.

Our future journey

The key topic for Twill in 2018 is rapid growth. We have an ambitious business plan that we are all passionate about, and to support that, we’re in no doubt that the product journey ahead of us will be hugely exciting.

There are four key dimensions that we are focusing on in Twill’s product development.

  1. Launch Twill in more countries

Last year, we opened the UK, Spain, Poland and the Czech Republic as import countries and China, Vietnam, Indonesia as export countries. This year, we will accelerate the pace and bring Twill to more destinations across the globe, including North America, South America and Australia. Based on our experience gained last year in terms of the process of rolling out to new countries and the scalability of our product, we are confident that we can continue to onboard international customers in an effective manner. This is a critical aspect of our growth and the improvement of essential product features.

  1. Expand our service scope

Another key aspect of our future growth is service scope. We started Twill with a mindset of doing one thing really well rather than doing everything averagely. Therefore, we were very specific about the service that we provided, focusing solely on ocean, FCL and FOB to start with. And because of that, we have been able to achieve good results in our current service offering.

Now we are ready to expand our service scope, offering new capabilities such as LCL, more value-added service, CIF etc. This will enable our customers to use Twill as THE platform to satisfy their diversified business needs.

  1. Improve the user experience

This is a never-ending journey for us. Last year, we released some high-rated product features based on our customers’ feedback, such as supplier initiated booking. This year, we want to take this to the next level by investing more time to engage with our customers. With some great initiatives in place already, we truly believe that Twill will continue to create great value for our customers.

  1. Design smarter ways of working

Here at Twill, our employees are our most important asset. Customer care, pricing and the sales team are our internal customers, and last year we worked closely with each other and improved our internal systems to enable the team to work smarter but not harder. This year, we will keep working together with the help of technology, to create an excellent working experience for all Twillers.

Every single day in the Twill office, you can feel the energy and excitement around the blueprint that we have ahead of us. I hope you are as excited as we are about all that is to come in 2018.

To learn more about our upcoming product features, subscribe to our newsletter below and stay ahead of the curve!

-Daisy Zhang, Twill Head of Product

Twill scoops strategic Damco award!

Yesterday evening (17th January 2018), Damco handed out a total of 7  strategic awards at their Global Leadership Conference in Copenhagen. They were focused on recognising overall performance in 2017, and the categories included Best Customer Win, Best Example of Cultural Behaviours and the People’s Choice Award.

We’re delighted to announce that Twill has been presented with Damco’s Best Global Strategy Initiative Award 2017. Despite only launching in April last year, we achieved our target for new customers more than a month ahead of plan in 2017!

It’s clear to see that Twill is already making its mark not only on Damco, but the entire freight forwarding industry – and we’re proud to be writing new chapters about what our future looks like every single day.

Reinout Croon, Global Head of Strategy at Damco and the sponsor of the award commented: “Although our strategy is for the long term, it’s also important to celebrate the early successes we have. In the past year, Twill has really confirmed to be one of those successes. It’s a growth accelerator for Damco and will become more and more important in our business.”

Troels Stovring, CEO of Twill added:“I want to thank everyone in Damco for the support that they have given us. We couldn’t have done this without all the great teams in the countries we rolled out in 2017. Special recognition has to also go to all the Damco teams in China, the UK, Spain, Vietnam, Indonesia, the Czech Republic and Poland who have been instrumental in getting Twill off the ground.

“The collaboration between Twill and Damco in 2017 has been key – and while I truly believe that software, customer focus, new energy and new skills will transform our business, I have always said that this will only happen if we mix it with the right foundation, experience and already existing assets. That is why Twill is a standalone start-up utilizing the operational set-up of Damco – a top 20 global freight forwarder.”

All of us Twillers are really excited to have won this award, and we can’t wait to continue making Twill an even bigger success together with the support of the countries we’ll go to in 2018! Watch this space!

What can Blockchain technology do for Twill?

By now, everyone in our industry will have heard of Blockchain technology, the most famous implementation of which would be Bitcoin. However, today I don’t want to talk specifically Bitcoin, but rather its underlying technology.

A Blockchain runs on a “distributed ledger” network, which simply translates as a series of distributed databases, or nodes, in more technical terms. Each node contains a copy of all available stored transactional data and plays a role in deciding if new incoming transactions are “worthy” of being added to the chain of transactional data.

Proof of Work vs. Proof of Stake

This idea of “worthy” transactions is important here as this is where all nodes decide according to a given mathematical algorithm (e.g. Hashing/Encryption) whether incoming transactions, accumulated in blocks of a predetermined size in bytes, are considered valid. If 51% of all nodes agree a new block is valid, it is added to the chain. This consensus function is called “Proof of Work”.

Alternatively, one could opt for a “Proof of Stake” consensus function, where the node with the highest fraction of holdings (expressed in the number of crypto coins) gets to decide which block is added to the chain next.

Blockchain technology proof of stake & proof of work

https://blockgeeks.com/guides/proof-of-work-vs-proof-of-stake/

Limitations

But Blockchain technology still has two important problems yet to be solved; namely scalability and privacy.

Scalability is an issue because current existing Blockchains can only process between three and twenty transactions per second.

Let’s say we want to keep track of all shipment changes on our Twill platform using Blockchain. This means we can only process up to 20 shipment updates per second. Any more than that will force us to create a queue.

Now for ocean freight, this low amount of transactions should not cause much trouble as users don’t need to be updated the very second something happens with their shipment.

Having to queue updates for a few minutes is no big deal. But if we look at the number of updates required for all types of freight forwarding and perhaps other forms of freight transport combined, queueing transactions for over an hour or more might result in more serious delays.

The second problem for Blockchain is privacy. Now, the technology was created with several key features in mind: transparency, decentralization and immutability.

But all transactions taking place within a Blockchain are visible to the entire network. So, if any given seller sells a shipment of goods/containers to any given buyer, this transaction is known to all nodes. This means that all competitors who might share a node within the same Blockchain now know this transaction has taken place.

The entire history of transactions, in this case, is copied on all nodes, so every transaction that happened on the Blockchain is known to everyone in the network, thereby making your transactions and business practices visible to the whole network!

In addition to this, information stored in the Blockchain cannot be altered. So, despite a loss of privacy, this does give users ultimate traceability and transparency.

Twill coin?

It remains to be seen just where Blockchain technology will end up in the development landscape at Twill.

Perhaps we will be able to use it as a form of event-sourcing, to serve as our own source of audit trailing in order to validate what goes on behind the curtain to the outside world?

Or perhaps a more ambitious use of Blockchain technology would be where container shipments can be paid in Twill coins, where our exchange rate is decided by supply and demand of container loads at certain ports?

It certainly sounds exciting…

– William van den Bosch, Twill Software Engineer

Scalability: Could big data help?

People around the world are buying more stuff beyond their own borders. By 2021, Shopify expects that global retail e-commerce sales will reach $4.5 trillion. Those are insane numbers, but there’s no doubt that it will put high pressure on the logistics industry. Twill is looking to adapt with the help of big data.

The main challenge for the coming years will be scalability – not only of our systems and processes, but also of people, ideas and other resources. We could choose to be afraid of what is to come, but those figures will only continue to increase after 2021. So we have to prepare ourselves by putting the latest technologies in place, such as cloud computing services, blockchain and (big) data analytics, and be ready as soon as possible.

And we’re already doing that by adapting Twill to be able to process more bookings every single day, but to us this doesn’t seem to be enough. If we continue to enter other business areas this could result in greater pressure on the platform. So how do we best deal with scalability?

‘We know the importance of big data, but how can we best use it?’

Everyone knows the term big data by now. But only a few companies know how to handle data and use it in the right way.

But for me, we have to remain focused on both big and small data, if we don’t refer to it based on volume. To define small data: all data which is related to a specific person and can be used to adapt your system based on the knowledge you have of the user.

We also have the differentiation between internal and external data. Big data is the combination of both internal data owned by the company and data from external sources. Given the wealth of data available in this scenario, managing data becomes much more complex, but at the same time highly valuable to an organization’s processes.

But there comes the challenge of scalability.

How can you combine all that data and process them quickly in order to best serve your needs? For me, we should think the other way around: what problem do you want to solve and what data do you need in order to do so?

In this way, you leave out any data which is irrelevant to your business. After this you can scale using cloud computing services and state-of-the-art algorithms.

The next step is not always applied, and most of the time it’s forgotten in the process: learn. The output of your system can be used to let the system learn and improve for further outputs. This is what we call machine learning, and can also be used on other types of data analytics.

Process automation across the logistics industry

Within Twill we are constantly looking for opportunities to automate our processes. The main reason for this is scalability.

If we have millions of users, we cannot inform them manually, check the cargo daily and handle delays, etc. We need – no we must – automate the complete logistics chain in order to scale our platform.

Some examples of projects where this is already being done include adding payment services to immediately release your cargo, using external data sources to automate and optimize the process, as well as partnering with other companies to add more value to our customers.

Lastly, the industry needs to be able to provide real-time prices and transit times from all vendors. Combine that with algorithms and small data we hold on each customer (i.e. whether they are focused on price or speed), we can recommend a specific vendor to fulfil their requirements at that moment in time based on their specific, individual need. Fully automated; end-to-end – meaning that we can scale quickly and easily and ensure that Twill is future proof.

Thanks for reading. If you have any questions or if you want to read a blog about a specific topic, please contact me.

-Menno Veen –  Twill Growth Catalyst

Changing the definition of freight forwarding

Everyone knows how they can import a pair of shoes they want to buy – thanks to the likes of Amazon. But ask your friends how they think we import a whole container of shoes from China, and you’ll witness a lot of blank faces.

Freight forwarding is typically an overlooked industry, but we firmly believe that that will have to change over the coming years. And our customers will be the ones who make it move.

As we start a new year, here are three areas where we expect to see a significant change by 2020.

  1. Digitising freight forwarding

Whilst this isn’t a new idea, we’re definitely not 100% there towards digitising the industry. Digital platforms are now pretty much a given, but what’s the next step?

It’s about removing as many obstacles as possible out of the entire process for our customers. We need to digitise the freight forwarding structure as a whole by enabling faster and smoother collaboration between industry participants, digitising the full document flow and making unit-level real-time tracking a given.

  1. Moving to a self-serve model

One of the first steps in digitising the industry end-to-end is adopting more of a self-service, on-demand model for our customers. If we can make the freight forwarding process easier and quicker, they will ultimately gain much more control and flexibility over logistics.

But that requires a change in mindset from all players in the industry. Incumbent market players, in particular, will have to change in order to adapt to newer ways of working. And the larger existing companies have the network to create change from within – so they could play a vital role in our industry’s future.

  1. We’ll have to build ‘network effects’

In today’s market, we have the scenario of the buyer and seller trading with each other. But in the future, we expect that we will have to create a network in order to succeed. And that’s what we’re trying to do with Twill.

Any digital platform – including Twill – is more use if more people are using it. Take Airbnb as just one example in the consumer world. If there are more sellers on the platform, more buyers will be interested, and when a network grows, there is inevitably more of a benefit for all parties.

Over the next two years, our job will be to see how we add most value to our platform. For example, would adding truckers add greater value for our customers? Or perhaps it would be adding raw material producers? How would that enhance the user experience?

Constant evolution

In our industry, we’re hearing numerous debates over the different definitions of freight forwarding vs supply chain management. It’s a grey area and there’s no real clear cut differentiator in many respects.

But we predict that by 2020, what we today call ‘simple supply chain management’ will be called ‘freight forwarding’ – we’re seeing this already coming into place with Twill. Digital solutions will make complicated tasks and processes simple – hence allowing customers to take more control and derive more value.

There’s no doubt that it will be a constant evolution for us and we will ultimately have to decide where we sit in that spectrum over the coming months.

2017 – Well that was a crazy year!

This is perhaps a bit of cliché – however the year is coming to an end and a new one is starting.

For me the reflection on “well that was a crazy year” and “what a cool year we are now starting” is now coming to me like a welcome New Year’s guest. Maybe it’s the same for you –when you see your December calendar getting into the double digits – you just can’t help yourself and your thoughts start to wander to the year that has passed.

I think it is healthy though to allow yourself to stop for a while – forget targets, forget growth and forget the outage in production last week – and think about the ‘Big Picture’.

What did you set out to do for the year, and what did you actually accomplish and feel proud about?

What we have done in 2017

I think humble pride has been the overarching theme of my 2017.

We set out on a mission this year to prove that we could build a virtual freight forwarder that would be strong enough for us and Damco to decide that all freight forwarding volume of the future should be handled via Twill.

And we did just that.

When the year started, we only had a skeleton of a platform and only an idea about how our customers would interact with a digital freight forwarder. Through the year we have learnt so much whilst, together with a growing customer base, continuously building the platform in a truly agile style, as well as having to find our place within the Damco/Maersk organisation.

Today, when I stop and reflect, I can see how far we have gotten and what we – and our customers – have been able to build. I also see a team of Twillers that has grown – both as a team and as individuals, but also in sheer size. We started with a base in The Hague and a small set-up in China and the UK. Now we have grown our base in The Hague significantly and have set-up shop in seven new countries. You see, this is why my overarching theme is ‘humble pride’.

Onto phase two

The ‘humble’ part is not so much towards 2017 – it is more about focusing on 2018 and beyond. We’ve successfully built phase one of Twill – we have a strong base of happy customers using the platform every day – and now it is time to initiate phase two and show that our product is strong enough and that it can truly simplify shipping for a significantly growing number of customers.

Where 2017 was almost our ‘rehearsal’ night (where most things went well, but the crowd knew that a few oopsies could happen!), we’re sure that 2018 will be like the opening night of a big show where we will truly scale up and go global.

What a cool year we’re now starting!

It’s hard to imagine how much we will learn about customer preferences and about new markets in 2018, and how that will impact how we will evolve as a company, but I am intrigued by the journey ahead of us and the exciting unchartered territory.

So from me, and the rest of the Twillers, I would like to thank you all for a fantastic 2017 and wish you all a thrilling ride for 2018. And remember – stop for a while and allow yourself to be proud of what you, your team, and your customers have accomplished together. We all deserve a bit of feel-good for the last couple of days of the year.

Customer care – it’s not just for the Customer Care team

Customers are funny. I can say that because I spend a lot of my time being a customer. When I book a hotel, when I go to the local grocery store, or when I order my Christmas gifts online. I probably spend the majority of my evenings being a customer in one form or another.

And then there’s my day job: leading the Twill Customer Care team.

Providing proactive and knowledgeable customer care to our customers is pivotal in what we do at Twill. Our vision is that “customers should feel valued and cared for as a result of proactive and positive support culture. Twill’s customer care team should be ‘easy to access’ and well-informed, leading to timely service with minimal effort from the customer.

So how are we working on delivering that here at Twill? Well, there are a couple of key ingredients that are helping us not just service our customers, but also retain them. My team can proudly say that our customer retention statistics have remained extremely high – here are some ways in which we’re learning how to keep it that way.

Spread customer feedback to the entire organization

The Customer Care team is the front line (as they say). They receive feedback from customers constantly, whether that’s an email, a phone call, a rating in a survey, or a subtle question about their shipment. Every interaction is a form of feedback.

But it’s not always the Customer Care team who can act on the feedback, so it can’t just stay with us. In Twill, we spread the news. Every morning, the global organization (operations team, tech team, people team, product team – all of us) huddles to discuss our customers’ mood based on yesterday’s events. We each share our perspective on our customers’ moods. If a shipment got delayed – we assume the customer mood would be yellow. Did we deploy a feature our customer was waiting for? We share the win and assume the customer is feeling green! We don’t need to hear it from our customers to know that a shipment delay is bad, so why not put it out there, discuss it, and ensure the whole Twill team takes part in fixing it?

Sometimes, it’s an operational process we need to tighten up. Other times it can be a product feature that is missing. But in all cases, if it’s a problem for our customer, it’s a problem for Twill and then we all rally together to get it fixed!

Create a structure for end-to-end collaboration

If you’re shipping your cargo from China to the UK, guess what: people in China and the UK need to work together to make it happen! Many traditional freight forwarders have the “origin versus destination” mentality: if I’ve done my part in the origin to get the cargo on the boat, it’s your job at destination to deal with it from there. But that handover is too important to leave it to chance and good vibes.

Thar’s why, at Twill, all parties (China and UK for example) get on the phone together every day to proactively identify potential risks for each shipment. We identify where our extra attention is needed and update each other to stay on top of the full end to end process.

Constant attention on our customers’ silent feedback

Did you book a shipment every week last month, and suddenly nothing this month? Did you book with Twill once and not yet a second time? I bet there’s a reason. And I want to know that reason, so that we can grow and develop the way you need us to.

The entire Twill Customer Care team stays close to our customer trends so that we pick up on the subtle hints you’re sending us. Maybe it’s because Twill can’t (yet) service your geographical needs – in that case we want to know, so that we know where to open offices next. Or maybe you have a seasonal business shipping Christmas trees. Okay, we’ll leave you alone for a bit! Maybe you’re feeling insecure about doing it online. It’s okay, we’re here to guide and support. Our Customer Care team is trained to listen to your needs, even when you’re not talking.

As I said, customers are funny. Sometimes when we don’t say anything at all, we are shouting the loudest. Wouldn’t it be nice to have a freight forwarding partner that gets your mood without you having to say a thing?

-Barbara Peric, Head of Operations

Getting to the heart of Twill

Twill makes shipping simple. Ask any Twiller, what makes Twill, ‘Twill’, and this will be their response. But what exactly is it that links us all, near and far, through the invisible thread of twilling a culture together? What is the heart of Twill?

Defining our culture

Let’s rewind to a cold January 2017 in Berlin. Together with some brilliant minds I took on the challenge to define just that, the invisible thread. A most exciting journey for me, a professional first in my career, and a scary one.

We used “simplicity” as our anchor and through a series of iterations we identified our leadership principles. We then followed a similar model and we developed corresponding behaviors and actions. This I would call the mechanics of culture design and believe it or not, it is the easier part of the process.

Looking back through the culture lens

A company culture – or any culture in fact – is a living thing and it evolves with the actions we take every day. If I sit and review 2017 and how we have changed as a company, I think we can say:

  1. We learn every day at Twill – both through on the job learning and pursuing the various growth and learning opportunities available to us. We all share back what we learned, and “Hot Tops” every Friday captures six 10-minute stories and is enjoyed by local and global Twillers alike
  2. We focus on developing expertise at Twill – we do peer programming and we rely on each other’s strengths. We know the things each of us do really well, and that’s why we have introduced some informal rules such as “always listen to Ernst-Jan” – since he has proved himself a good source of information in the tech industry
  3. We hold (public) huddles each morning –we focus on giving updates across functions and most importantly pointing out the possible or needed synergies available. We also invest in a thorough onboarding, helping new Twillers quickly and safely on their path. This is “working smarter” at Twill
  4. We embrace change and innovation internally – both through our agile way of working, actively spreading outside the tech space, such as Agile HR. We question today’s processes and hold huge maps on the office walls so that we can see them every day. As a result, improvements and suggestions can be received and discussed on an ongoing basis
  5. Our culture of feedback and trust building mechanisms help drive an open culture – and this means we can build open and honest relationships. We also run a bi-weekly Twill Barometer that allows to stay in touch with our needs and enables us to make effective changes
  6. And we do have a lot of fun – our Chief Entertainment Officer (Roxi) always makes sure our serotonin levels are high when during a busy work day comes to ask for her favorite toy, a Twill balloon. We have created a nice space and atmosphere that most people say they feel when they visit us.

Remaining focused

I am afraid, however, that this is not the whole picture. We are a company that grew a lot in 2017, and very few of the Twillers today were with us in Berlin. We also know from our Barometer that aspects of our culture are not always clear.

As Twill’s leadership team, we need to continue to stay focused on our culture. Having an office with a living room, bean bags, a ping pong table and a couch (from which I’m writing this blog post) is super nice, but we should not be mistaken that this is what culture is. If culture were an onion, this would be the outer layer. The second layer is our behaviors, and deeper than that are our assumptions and rationale for these behaviors.

Continuous improvement
I would be completely honest if I said that developing or focusing on those deeper layers is something we couldn’t give enough attention to in 2018.

While we now have a model on how to build a culture, I don’t yet have a perfect answer on how to deal with competing priorities in a fast growing start-up. On the flip side, my interaction with a wide range of our peers this year has shown me how fortunate we are, that despite our speedy journey, we took the time to clearly define who we are and who are the “natural” Twillers out there.

Continuous improvement is better than delayed perfection, I learned.

So the answer to my quest is that yes, company cultures can be built in an iterative manner. This is, in fact, the only way to build a culture and stay relevant, in the market for your customers and for your workforce. So looking to 2018 I know we’ll keep on twilling together this invisible fabric that makes the heart of Twill…Twill.

-Ramona Sandu – Head of People