Enwoven

Who We Are: Synopsis

A New York Times seed-funded venture that is solving the unique challenge of re-envisioning how stories and knowledge are captured, curated and presented within large organizations. Starting as a passion project around digital narrative, The History Project, we launched Enwoven in 2017 and have grown from $0-$1MM in ARR in the past year. A tight knit and collaborative team that brings deep human centered design thinking, technical, storytelling and business knowledge, but most importantly believes in the power of technology to create a new form of multi-media narrative to empower and humanize some of the biggest organizations (Reebok, New York Times, Pulitzer Prizes, Procter & Gamble, AECOM, Avis).

The Problem We're Solving:

Companies spend billions creating products, launching initiatives, and growing customers. From this, knowledge and experience is generated, but this institutional memory is lost through employee turnover, content fragmentation and boring presentation mediums.

Our Solution:

Enwoven empowers organizations to weave stories, experiences and media together. This creates dynamic narratives and a flexible knowledge base that make companies more connected and productive.

Our Customers:

Brands: Gap, Reebok, Avis Budget Group, Procter & Gamble, Campbell's, Beam Suntory, AECOM, others
Media: New York Times, Associated Press, Community Newspaper Holdings Inc
Institutions: Pulitzer Prizes, National Trust, National Center for Family Philamthropy

“Without Enwoven, our teams would be spending days on end retrieving historical knowledge. Now, we’re able to point people to one place.”
Daryk Pengelly, Global Brand Strategy Lead - Reebok
https://www.enwoven.com/?v=rbk

Core Values:

Be Human
Be Reliable
Tell Your Story
Grow Through Knowledge

Our Engineering Hiring Process:

1. 1 hour Phone Screen with CTO with the goal of explaining what we do and answer questions
2. 1 hour On-Site (or if remote a video call) split into 20min chunks to speak with Design, Engineering, and Business (no silly whiteboard coding sessions)
3. Join a sprint planning session with the team (see more below)
4. 5-10 day delay to analyze cohort of hires and then extend offers/negotiate

Exercise:

• Sprint planning is held weekly on Friday mornings, typically 1 hour in length and done remotely.
  • A) Observe our design and engineering teams discuss and negotiate a real set of upcoming issues. We determine if anything is missing in the design specs and what the relative level of effort is via "planning poker" using Fibonacci numbers.
  • B) Evaluate a mock issue that would come to you from the design team. What are your questions? How would you approach it? How much effort is involved? Is anything missing?
  • Our goal with this exercise is to accurately reflect the true working process of the company yet be respectful of an engineer's time. No free spec work and no tortuous interview process. We firmly believe the current engineering interview process is quite broken in the world and no one builds a product based on the outcome of a fizz/buzz style code gauntlet or why manhole covers are round.