Recap

Twelve weeks ago, we were beginning our first-ever startup accelerator. Preempting a dizzying set of weeks, we agreed to scribble some notes along the way, equally for others’ consumption as well as our own reflection. Now that the accelerator is over, we won’t be drafting new Captain’s Logs. However, they will remain here for posterity.

While we roll credits on an uncomfortable, challenging, and deeply fulfilling experience, we want to ink a thank you to the many people who helped us along the way. It took many heads, hearts, and hands to get us this far, and it’s only fitting that we amplify them.

Thank you

DivInc program

You were the first to believe and invest in our startup idea when it was just that, and were patient, supportive, and demanding with us along the way. We appreciate and are so much better for it.

DivInc cohort

We owe a tremendous thanks to our accelerator peers who were in the trenches with us, and who showed up every day hungry, humble, passionate, and giving. You are all exceptional founders and the world is better not only for what you do, but how you do it.

Mentors

For the wisdom, hard-earned, and surely repeated ad nauseam, we thank our mentors and thinking partners. You all illuminate our path and set us off on more sure-footing.

Impact modeling team

Creating a social impact business adds another layer of difficulty to an already challenging feat. You looked at it head-on and helped us lay the foundation for a viable, impactful, better way of doing business.

Pearl team

You all embody what, in our opinion, make ideal collaborators: great people who are great at what you do. We can’t wait to have the honor of working with you again, thanks for trading some of your coveted time to help us make something real.

Our friends and family

Thanks for being patient and loving and supportive when we call and talk about work — sometimes multiple times a day, several days a week. You’re our bedrock, and refuge to relish in the highs and trudge through the lows.

You

Thank you for reading, thank you for caring, and thanks for showing up and doing your best. 🙏🏾

For more

• Follow us on LinkedIn, Instagram, and Twitter.
• Join our waitlist for product updates.
• Reach out to us if your team could use Pearl, if you want to connect us with organizations with shared objectives, or want us to go deeper on our findings here.

Talk soon, take care,

Lawrence Humphrey, Co-founder & CEO of Pearl

Fallon Blossom, Co-founder & COO of Pearl

Captain’s Log: Week 12 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our tenth week of the accelerator was all about the pitch. We focused on practicing, refining, and finalizing our narrative and deck. During our eleventh week, we explained how existing solutions aren’t solving leaders’ hardest interpersonal problems at work, and why the world needs Pearl on demo day.

Practice pays off. This has been our refrain for the past week or so, but this was the week when it mattered most. We practiced in a Capital One conference room, a park, at Capital Factory, and literally anywhere else we (or specifically Lawrence) could. We implemented the advice and feedback from our mentors, advisors, families, and friends to tell Pearl’s story to the DivInc community and investors on demo day.

Our biggest learning from the tenth week was:

This was all worth it. We are still processing everything that happened last week, but it was amazing. It was so rewarding to see the results of a lot of dreaming, designing, and hard work. We have some big things working, but for now, we rest.

What’s next

Watch our pitch and send us the questions that keep you up at 2 AM.

If you’re looking to create, find, and share solutions for human challenges at work with a community, let’s talk.

You can follow our accelerator journey here on Medium or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Pearl

Fallon Blossom, Co-founder and COO of Pearl

Captain’s Log: Week 11 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our ninth week of the accelerator was all about clarity. We focused on clearly articulating our understanding of what we’ve learned, our solution, its value propositions, and the pitch that binds it all (which you can see on our new landing page). During our tenth week, we focused on practicing, refining, and finalizing our pitch.

Pitch prep. We pitched to other founders and investors, all completely unfamiliar with our idea — including one session where it was only script only. The feedback was rather consistent: they were unsure about what our product is. Because we’re so early in our development and consistently questioned on how we differ from incumbents, we’ve leaned into using them (e.g. Quora, GitHub, LinkedIn) while describing what we do.

User interviews. In a first this week, a user said, unprompted, that not only that he would use Pearl, but that he “would pay for it” during a usability test. That a-ha moment signals that something’s working. Our new goal is to unpack what specifically resonated so that we, in the words of one of our mentors, can “convert one, then do it again.”

Our biggest learnings from the tenth week are:

Language matters (for real, a whole lot). When making something that doesn’t exist, words are one of the cheapest tools in communicating a vision. The exercise of explaining an idea without visuals is painful, and we felt it. However, this is the nature of the beast, as we won’t always have the luxury of visuals to support our narrative. Further, it pushed us to refine our narrative and make it more authentic.

What’s next

On Thursday, April 21, we’ll have five minutes to explain the problem we’re solving, Pearl, and why the world needs it now.

Register to see our pitch live or on a live stream here. We hope you’ll join us.

If you’re looking to create, find, and share solutions for human challenges at work with a community, let’s talk.

You can follow our accelerator journey here on Medium or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Pearl

Fallon Blossom, Co-founder and COO of Pearl

Captain’s Log: Week 10 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our eighth week of the accelerator was all about putting it all together. We focused on applying what we know about our users and the problem we’re trying to solve in preparation for pitch day on April 21. During our ninth week, we focused on clearly articulating our understanding of what we’ve learned, our solution, its value propositions, and the pitch that binds it all.

Solving for clarity. This week we prioritized user interviews to test how our new landing page, value propositions, and wireframes were resonating. When talking with users this week, it was evident that various portions of our landing page and product — our value propositions and some of our features — were unclear. It was surprising that users were interested in seeing more of our perspective on effective leadership at the outset, feedback that we prioritized when iterating on our landing page design.

Refining our narrative. As pitch day is quickly approaching, we received the gift of feedback around the lack of clarity in our narrative. We were reminded that it’s important to be intentional with words and that showing is always better than saying. Parsing through and prioritizing data and feedback is key to building and selling a product with the right solution to the right problem, but it’s not easy. One of our mentors, Michael Barnes, gave us solid advice this week on how to approach that,

Follow your heart and trust your ability to read this journey line.

Being good founders is essential to us as entrepreneurs, but more importantly as people — we didn’t have a playbook for leadership and are determined to build one.

Our biggest learnings from the ninth week are:

It was time to pivot. Tech Can [Do] Better got us here, and we realized that having a product increases the probability of achieving our mission of a more inclusive and equitable workforce. Until we have the resources to maintain the work done under the Tech Can [Do] Better umbrella, we’ll shift to our product organization.

Today, we officially introduce you to Pearl, a platform to help managers with their hardest leadership challenges. It is a crowdsourced leadership consulting platform where growth-minded leaders can access on-demand wisdom from trusted sources and share their expertise.

What’s next

Check out our new landing page, ask us questions, and share with your peers who are hungry to grow as a leader. Let’s do better, y’all.

If you’re looking to create, find, and share solutions for human challenges at work with a community, let’s talk.

You can follow our accelerator journey here on Medium or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Pearl

Fallon Blossom, Co-founder and COO of Pearl

Captain’s Log: Week 9 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our seventh week of the accelerator was all about the gift of feedback. We focused on figuring out what searchers and sharers might want, started giving concrete form to our idea, and received candid feedback about what is and isn’t working. During our eighth week, we focused on bringing it all together — what we know about our users and the problem, as pitch day is quickly approaching.

Don’t bury the lede. Folks are responding positively to our concepts in words — 55% would use the product without seeing mockups — but one user completely missed the point of the solution even with mockups.

We need to set better context and show actionable resources earlier in the user experience journey to ensure that they understand what the product does, deliver on our value propositions quickly, and to encourage prolonged engagement with our product. The lack of clarity in our product’s value is a cause for iteration on both our interview protocol and wireframes to ensure we get the most out of our face time with users.

Speaking of lack of clarity, our problem still isn’t clear based on feedback we’re getting. The problem, as we see it, is that managers do not have credible on-demand access to actionable resources to address leadership challenges. Those resources should come from other leaders who understand their context and have experience addressing similar challenges for their teams and organizations. Scaling actionable diversity, equity, and inclusion tactics was our initial goal with Tech Can [Do] Better. Systemic equity is still central to our mission, just as effective and inclusive leadership is central to breaking down those systemic barriers.

Our biggest learnings from the eighth week are:

Traction, traction, traction. One mentor call offered insight into the importance of defining and demonstrating traction with any product, but especially an early stage product like ours. Traction, as he defines it, is ensuring that a user can complete our customer journey and still have confidence in our solution. Ideally, this customer repeats the process and is willing to pay for it. He told us, “Convert one user…then do it again, then do it again.” New bar, set.

Keep iterating. We are realizing that a cornerstone of the founder journey is that there is no, “I’m done.” Priorities and tasks are constantly shifting, so staying aligned is important. However, with that pace comes challenges, namely communication. Our weekly (and sometimes biweekly) wellness checks and commitment to doing one fun thing when we work in-person have allowed us to move through misalignment gracefully.

What’s next

Since we appreciate the gift of feedback, we’re planning to release this soon— keep it a secret, but tell us what you think!

If you’re looking for a quicker start on how to advance DEI and achieve your business outcomes, we’d love to talk to you. Let’s do better.

You can follow our accelerator journey here on Medium, our website, or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Tech Can [Do] Better

Fallon Blossom, COO of Tech Can [Do] Better

Captain’s Log: Week 8 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our sixth week of the accelerator was all about getting back to basics. We reviewed and validated some critical early assumptions, identified two user types (searchers and sharers), and sought out critiques to refine our solution. We focused on figuring out what searchers and sharers might want during our seventh week, started giving concrete form to our idea, and received candid feedback about what is and isn’t working.

Better understanding of our users. We had a breakthrough in defining our target user that will drastically inform our solution: our users are community-oriented, mid-career types seeking practical and emotional support to manage their teams better. They are ambitious managers who know that leading has more to do with how you treat people rather than hitting deadlines.

This week, our user interviews confirmed that our target user actively seeks credible and trusted perspectives when experiencing work challenges and will quickly offer their pearls of wisdom when asked. This insight dramatically informs our customer discovery, sales pitch, and go-to-market strategy, as it’s highly correlated with the searcher and sharer archetypes we identified last week.

A wireframe is worth 1000 words. We have data showing that our solution has to be a safe space that encourages and supports vulnerability, needs to fit in a manager’s already busy schedule, and signal credibility and reputability from respondents. That data informed our wireframes, which we are using to run usability testing to validate that our product actually offers value to our archetypes.

Feedback is a gift; candid feedback is invaluable. Our mentors showed up with critical feedback we needed to prioritize what’s important. Some key takeaways:

• “It’s too conceptual”: It’s clear that we understand the problem, but need to be clearer on what our solution does to address it.
• Thanks to a lack of clarity about the connection between our past work and our current work, we have refined our founder story.
• After work-shopping our one-liner to a few folks, we now have one that we love.

Empowering ambitious mid-career managers to become more effective and inclusive leaders through crowdsourced consulting.

We love automation and efficiency. We added Sprout Social to our founder toolkit to streamline and automate our social media posts and gain better insights into our marketing efforts. Tools like this and HubSpot ease the founder’s administrivia, increases access to better data to inform our decisions, and frees us up to do other important product and data work. Reorganizing our founder time by adding a weekly data-focused meeting also made it easier to focus on our top-level goals.

What’s next

We want to be where our users are — online groups and communities. Do you know of or manage a community of practice for managers? Let’s chat.

If you haven’t shared your feedback on our concepts via survey, please do.

If you’re looking for a quicker start on how to advance DEI and achieve your business outcomes, we’d love to talk to you. Let’s do better.

You can follow our accelerator journey here on Medium or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Tech Can [Do] Better

Fallon Blossom, COO of Tech Can [Do] Better

Captain’s Log: Week 7 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our fifth week of the accelerator was all about concept testing. We put ourselves and our concepts out there and spent time connecting with and learning from fellow entrepreneurs during SWSW. During our sixth week, the midpoint of the accelerator, we focused on getting the most out of our potential users and crafting our solution.

Full circle moments. At this point, we are confident that managers have a problem worth solving. When revisiting our original questions and assumptions from Week 1, we were pleasantly surprised to see the following validated user assumptions:

• managers want to share their best practices (seasoned managers, managers who recently wrapped projects, thought leaders)
• managers want to find best practices (novice managers, managers experiencing a new problem)
• managers are unsatisfied with the current solution finding experience

Our return to our origin led us to identify two manager types that will most benefit from our solution — a searcher and a sharer — which will inform our hypothesis and experiments this week.

Trust and ease of use are essential. After interviewing over a dozen managers about their management experience and our concepts, it’s clear that managers need “on demand accessibility to solutions” from trusted sources, be it their personal network or a publication.

“If your hair is on fire, you don’t really care your shoes aren’t tied.” — Senior Manager

We also need to trust our data as the builders of this solution. We’ve been noticing the favorable responses to our concepts, which is great, but as a mentor shared with us this week, “you need more noes.” Failing fast has always been the plan, so we’ve added “more failing” to this week’s to-do list.

Founder quality time. The second week of SXSW was a lot less eventful and offered us some much-needed time to reset and reflect. Some highlights:

• We’ve officially added new tools to our toolbox (HubSpot for Startups) that we hope will streamline our processes and give us more time to do the deep work needed to get ready for demo day.
• We’re talking to mentors. Hearing from folks who have walked this founder path has been enlightening and affirming. Each conversation has given us what we needed to keep moving — thank you all for your time!
• We started building. After some motivation from our DivInc program team, UX mockups, a new site, and a top secret project that we are excited about kicked off this week.

Spending dedicated and focused work time together is our most effective working style. Doing that this week brought us closer together and closer to a solution that will help build better leaders.

What’s next

Help us fail fast this week, by telling us why our solutions aren’t going to add value. Let’s chat.

If you haven’t shared your feedback on our concepts via survey, please do.

If you’re looking for a quicker start on how to advance DEI and achieve your business outcomes, we’d love to talk to you. Let’s do better.

You can follow our accelerator journey here on Medium or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Tech Can [Do] Better

Fallon Blossom, COO of Tech Can [Do] Better

Captain’s Log: Week 6 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our fourth week of the accelerator was all about connecting the dots. We learned a lot more about our users and their most pressing problems, struggled with finding our rhythm as founders, and decided to put our concepts in front of users. During our fifth week, we put ourselves out there and asked our users for feedback on our concepts. Lastly, we spent time connecting with and learning from fellow entrepreneurs during SWSW.

Importance and logistics of advisors. We were always aware of the important role advisors play in an organization. What we were still figuring out is how to engage with our advisors and what is customary in terms of scope of work, incentives, and the written agreement binding it all together.

“Everything you do is marketing.” Dana Wildeboar, VP Global Marketing & Communications of MassChallenge, shared this, which opened our mind. She also offered practical tips for creating a strong marketing foundation, including five must-haves for startups:

1. Messaging (i.e. purpose, promise, principles, and audience)
2. Customer relationship management (CRM) plaftorm
3. Landing page or website
4. Organization email
5. One social channel

We noticed immediately that we weren’t yet using a CRM, which cemented our decision to make the plunge (managing spreadsheets, emails, and multiple social channels between the two of us was growing cumbersome).

Fundraising fundamentals. We spent the first day of SXSW learning about high growth and company building at the HBCU@SXSW event, organized by Opportunity Hub. Dave Parker shared amazing tips and hacks on things like pre-revenue valuation, deal options and mechanics, and pitching investors. Much of it he offers online.

Our biggest learnings from the fifth week are:

Our biggest competition isn’t technology. The data shows that managers overwhelmingly go to their mentors, peers, or direct managers for solutions and support. Surprisingly, managers feel like they have “a reliable” resource in their networks vs. search engines, message boards, and written publications.

Unsurprisingly, users would prefer a community-based solution. Taken in conjunction with the previous point, there appears to be a slight preference to see and collaborate on managerial problems with others. This is best exemplified in a response justifying the answer: “I think mangers’ problems are very people focused, and collaborating feel more appropriate. Situations aren’t usually binary.”

Reclaiming our time. We started the week excited about the opportunity to connect with fellow founders and attend amazing events during SWSW. After reflecting on it as a leadership team, we don’t see SXSW providing more value than talking to customers and iterating on our concepts. Pitch day is right around the corner, and we want to crush it — which means we need to be heads down on connecting growth-minded managers to the actionable leadership resources they need.

What’s next

We had several people reshare our post soliciting survey responses which felt awesome! If you took and shared our survey already, thank you — it really makes a difference!

Even still, we netted around a quarter of where we hoped to be in the same amount of time (data collection is hard work, y’all).

If you haven’t shared your feedback on our concepts, please do.

If you’re looking for a quicker start on how to advance DEI and achieve your business outcomes, we’d love to talk to you. Let’s do better.

You can follow our accelerator journey here on Medium, our website, or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Tech Can [Do] Better

Fallon Blossom, COO of Tech Can [Do] Better

Captain’s Log: Week 5 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our third week of the accelerator was all about leaving the lab. We honed our user discovery best practices, met with DivInc partners, and conducted a few user interviews. During our fourth week, we dug in deeper — kicked off a research collaboration for measuring impact, practiced our pitch, and interviewed more users.

Measuring impact. Social impact is as much a goal of ours as our bottom line. The DivInc program partnered us up with Social Venture Partners and Sustainability Investment Group members to help us thread this needle. We will align on 3-5 impact metrics that fit our business model and explain how that contributes to our business, users, and broader stakeholders.

Pitch practice. The pitch is a succinct, engaging encapsulation of what you’re working on, and something founders often share. We got best practices from Scroobious’ founder, Allison Byers, to refine our pitch. We also had time to pitch to the rest of our cohort and share feedback.

Even more interviews. We interviewed eight managers and validated portions of our jobs to be done framework. Our sample demographics now break down as follows:

• gender: 45.5% women, 54.5% men
• race: 45.5% Black, 9% Latinx, and 45.5% White
• company size: 73% from very large companies (>10,000 employees)
• management experience: moderate to significant

Our biggest learnings from the fourth week are:

All managers spend the most time doing interpersonal and administrative work. For context, we define interpersonal as aligning up, down, and across an organization or team. We define administrative work as HR functions, e.g., performance and comp reviews, budgeting, recruiting, etc. We’re also learning that managers leading craft-based teams must make time for individual contributor/creative time.

Most of the headache exists in aligning up, down, and across. Although we’re still interviewing and are currently synthesizing results, this consistently comes up in our conversations. When inquiring about managers’ most significant pain points, it’s frequently interpersonal work. It manifests as being spread thin that they can’t be proactive regarding their product work or nurturing their teams.

Tangibly, an interviewee from a large employment-focused company mentioned that becoming a manager was “trial by fire,” with “no training” and scarce documentation, save a few boilerplate videos.

Despite being integral for company’s success, managers are not set up for success by their organizations.

We’re learning that managers are regularly promoted by tenure or being an all-star independent contributor—neither of which innately predicts success. This experience comes with growing pains, especially as an underrepresented minority where the consequences of underperforming are higher. And yet, there’s little time given and resources for managers to use — a costly mistake, both monetarily and emotionally.

We’re still finding our rhythm as an organization. Last week, we accomplished a lot, but not everything we intended. Specifically, reaching out to our SMEs as we prioritized our research. That was in spite of us being in separate states, having narrow windows of collaboration time, and one of us experiencing personal hardship. Scoping work is hard; scoping amid life’s uncertainty is harder.

We should get feedback early and often from our users. We spoke with a program alum, founder, and fantastic woman, Madison Long, about her famous pivot halfway through the accelerator. Among other insightful nuggets, she shared an anecdote about how she validated the company’s new direction and demonstrated traction by surveying prospective users. Without writing code or wire framing, she gauged demand for by putting the concept out there and letting the public decide. In a matter of a couple of weeks, she had over 1,000 people on her waitlist.

What’s next

Our main goal is simple: to put our concepts out there and see what our users think. This week, we’re moving into giving our idea form. As we receive feedback, we’ll reflect and refine accordingly. Meanwhile, the interviews continue, especially from demographics not captured in our current dataset. The research never stops.

So, managers, what do you think about our ideas?

If you are or have been a middle manager, please give us your feedback in our short survey — should take about the time of your favorite song.

Here’s our current fave — enjoy!

If you’re looking for a quicker start on how to advance DEI and achieve your business outcomes, we’d love to talk to you. Let’s do better.

You can follow our accelerator journey here on Medium, our website, or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Tech Can [Do] Better

Fallon Blossom, COO of Tech Can [Do] Better

Captain’s Log: Week 4 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Recap

Our second week of the accelerator was all about customer discovery. We surveyed our followers, friends, and colleagues, iterated on our financial model, and met with mentors. For the third week, we left the lab — interviewed users, talked to partners at Ascension Seton and JPMorgan Chase, and learned solid advice that changed how we will approach our tasks for the rest of the accelerator.

User discovery best practices. Given our design backgrounds, we have experience making products people like, but not products people buy. Hoping to mitigate the likelihood of the latter and prepare for our growing list of user interviews, we sharpened up on our best practices.

There was a ton of helpful material to aid in this endeavor. Our top three were the Techstars’ “Understanding your customer” module, the many Steve Blank customer discovery videos, and THRV’s “Jobs-to-be-Done,” framework. These resources helped us collect quality data and identify opportunities in a crowded space.

Partner meetings. Chatting with the folks at Ascension Seton and JPMorgan Chase was enlightening. We had no expectations going in, as these were both non-tech companies. Much to our surprise, their managerial experiences were uncannily similar to those of tech managers, so we have decided to widen our user scope.

Interviews. We interviewed three design managers who have worked in agencies, startups, and retail. We began to see patterns in these conversations, which we used to refine our interview protocol, inspired a new potential framework for “good” management, and will inform our experiments this week.

Our biggest learnings from the third week are:

1. “Startups are temporary organizations designed to search for a scalable and repeatable business model [that solves a human problem].” We have a lot to learn, and quickly. This requires us to constantly shift focus and only prioritize what is urgent and important—based on what, and in some cases limited, data we have. Consequently, our weekly sprints are now focused on answering the most vital questions and (in)validating our most critical hypotheses for our business.
2. Success is contingent on doing the right things at the right time. Much of the wisdom and muscle memory that we developed in the workforce doesn’t apply to early-stage startups. All advice is not created equal, even from trusted mentors and resources, since they can never fully understand your context. We have to marry credible wisdom with our understanding of where we are in the journey. When we’re stuck, we pick a direction to test until it breaks. Then we learn, then we pivot.
3. Jobs-to-be-done can be a powerful tool in helping articulate value for disparate groups of personas. Converging on who would most benefit from our solution is an elusive problem, especially in the face of limited primary data and increasing scope. However, we’re realizing that discrete goals are something that most, if not all, managers have in common. When viewed through that lens, themes will emerge.

What’s next

Our main goal is to continue to refine our user profile, including which difficulties they are willing to take action to solve. We’ll test our jobs-to-be-done framework through interviews with a diverse set of managers. Afterwards, we’ll uncover patterns between demographics and psychographics.

We will be doubling down on identifying leadership/management SMEs. Initially, they will expedite our understanding of the issues that managers face, but will eventually push our solution to be better aligned with their needs.

Staying in customer discovery is verging on painful for us, considering we have several potential solutions that we’re giddy to mature. However, we’re accepting that becoming experts on the problem-space is the first step to understanding the solution-space.

How you can help us.

We want to talk to you if you are:

• A middle manager. Ideally, is or has experience managing more than three people. We’re not looking for independent contributors at this time.
• A leadership or management subject-matter expert. This could range from organizational psychologists, leadership researchers, or experienced management consultants.

If either of these apply to you or someone you know, please reach out.

If you’re looking for a quicker start on how to advance DEI and achieve your business outcomes, we’d love to talk to you. Let’s do better.

You can follow our accelerator journey here on Medium, our website, or our social media accounts.

Lawrence Humphrey, Co-founder and CEO of Tech Can [Do] Better

Fallon Blossom, COO of Tech Can [Do] Better

Captain’s Log: Week 3 was originally published in Pearl on Medium, where people are continuing the conversation by highlighting and responding to this story.