Navigating the Data-Driven Future with Jadd Elliot Dib

Can you share some background on your data journey? Where did it all start for you?

In university, I studied computer science and software engineering, creating software from websites to motion detection systems. This was my first exposure to technological data. Early in my career, I worked in cybersecurity auditing but chose to specialise in data and consulting, believing data was crucial for future business decisions.

I enjoyed analysing data because it allows you to predict trends and make informed decisions, rather than relying on gut feeling. I saw the immense value in using data to forecast business performance and allocate budgets effectively. For me, data was always the answer.

Recently, I had an entrepreneur with AI businesses on the podcast. We discussed the future of education and its failings. He argued that decisions about education should be based on AI capabilities, suggesting that learning computer programming is now pointless because AI can replace it. Do you agree with that?

Yes, I agree. Many professions have become irrelevant over the years, not just because of AI. The world has evolved, and traditional education paths like studying geography, history, or journalism don’t always lead to careers in those fields. Statistically, few people end up working in the field they studied. Education systems will eventually be forced to adapt to these changes, or they’ll become obsolete.

Typically, when a business owner or manager works with a data scientist, who decides on the specific data points to collect—the data scientists or the business owners themselves?

Well, it’s a new era where data collection has become extensive without stringent justification. Companies gather large amounts of data now, often collecting more than they immediately need. They may only use a fraction of it currently, but anticipate future uses for the rest. Businesses seize any opportunity to gather additional data, often without clear benefits to the customer. For instance, when asked for personal information like phone numbers at retail stores, customers often receive little in return besides potential spam. This asymmetry raises concerns about data privacy and fair exchange, particularly when consumers may unwittingly provide data under unclear terms and conditions.

Let’s delve into your business journey and the inception of Pangea. What sparked the idea for Pangea, and was it something you had planned for a while, or did it stem from disillusionment with big corporate life?

I wasn’t keen on corporate life. Office politics and blindly following orders without questioning them didn’t sit well with me. I believe in standing by what I believe is best for the client, even if it means challenging the norm. In corporate settings, it often felt like I had to nod along with decisions I disagreed with, which hindered my personal growth. Moving to a boutique firm allowed me to specialise in data, which I found more fulfilling. However, even there, the approach was often about promising the world to clients without always having the internal expertise to deliver.

Can you share more about the platform? How did the idea come about?

Just before Covid, I decided to leave my job and explore new opportunities. During that time, consulting work slowed down significantly because most engagements required in-person meetings, which became impractical as people stopped going to offices and meeting clients. Despite this, digital companies continued operating, adapting to the changing circumstances. We saw the need to prepare for the eventual reopening of the world, believing that Covid would eventually subside, and we would return to a new normal.

For us, this period was about innovation and development. Through extensive brainstorming and discussions, the idea emerged to create something that could connect people globally. This concept led to the birth of Pangea. The name itself draws inspiration from the ancient supercontinent of Pangea, which existed billions of years ago when all the world’s continents were connected as one landmass before drifting apart due to tectonic movements.

Our vision for Pangea is to be a unified platform, akin to that ancient supercontinent, but for the digital age and data-centric community. In today’s world, where data is ubiquitous and essential for every business, our goal is to bring together data specialists, data scientists, artificial intelligence experts, and anyone involved in the realm of data onto a single platform. Here, clients and companies can find the expertise and solutions they need, fostering a connected community where data drives innovation and growth.

Did you bootstrap the business entirely without raising any external funding?

We haven’t raised any funds yet. I’m waiting until we’ve built enough value. Right now, the offers we’ve received to give up 10 to 20% of the company for six months’ worth of funding aren’t compelling enough. The first 24 months were about testing and optimising our approach to prove our formula works. Now that we’ve achieved that, we’re focused on scaling up. Once we’ve reached the level I believe warrants attention in the market, either to attract a major investor or to sell based on our value, then we’ll consider seeking external investment.

Could you please explain what the platform is? 

Essentially, we’re a platform that exclusively connects freelancers within the niche market of data. We not only host individual freelancers but also service providers. Our vision is that eventually, companies like Deloitte and boutique firms will come to Pangea to bid on projects because relying solely on individual freelancers has its limitations.

Another feature we’ve developed allows freelancers to form virtual teams on our platform. This enables them to collaborate as a cohesive unit, leveraging their combined expertise to tackle complex projects. They can negotiate and agree on project splits based on their contributions, ensuring fair compensation and effective project delivery.

How did you manage to attract and onboard such a large number of freelancers? What strategies did you use to market your platform to them?

Unfortunately, the number of freelancers we’ve attracted is smaller than I had hoped. As a startup and personally as a new business owner, we’ve made quite a few mistakes. We officially launched in January 2020, but unofficially started in October 2020. These mistakes have been valuable lessons for us, and we’ve learned from them as we continue moving forward. Had we not made these mistakes—largely due to immaturity and inexperience—we might have progressed more smoothly.

What would you consider one of your most costly mistakes?

Trusting my outsourcing partners was a big mistake for me. I won’t delve into specifics, but assuming that a contract holds weight in today’s professional world should mean something. When you sign a contract, you expect to pay X amount for X deliverables. If those aren’t met, there should be a valid reason. Unfortunately, my lack of experience led me to accept excuses and keep hoping for improvement month after month.

And what would you do differently next time?

Implementing more checkpoints and holding them accountable to those checkpoints would have been crucial. I’ve learned that when you hire or collaborate with someone who’s supposed to be an expert in areas where you lack expertise, it’s essential to establish clear milestones and expectations. While I have a good understanding of tech terms and concepts, I’m not an expert in everything, especially the constantly evolving algorithms and best practices for setting up a company, designing a website, SEO, Google ads, and more.

In hindsight, I should have questioned assumptions more and not taken everything at face value. I initially trusted that their success was aligned with mine, assuming they wanted me to succeed so they could continue benefiting from our partnership. Unfortunately, this trust was misplaced, and it became apparent they were more focused on exploiting the situation rather than genuinely supporting my growth.

Let’s revisit those 20,000 freelancers. Can you outline a marketing strategy bootcamp for a bootstrapped tech business? How did you manage to attract such a large number of freelancers to your platform?

Trust your marketing team’s expertise in design, which is crucial for effective ads. Focus on a specific geographical area initially; conquering the entire world from the outset is impractical. Identify a location and dominate it before expanding elsewhere.

Where did you start your marketing efforts first? We didn’t initially conquer a specific location. We experimented with various approaches until we found what worked. The UAE and Gulf region didn’t yield the results we needed because they also source talent from elsewhere. Initially, our goal was to build a substantial database, ensuring that every project received multiple proposals—preferably 10 to 20.

Our strategy led us to India, where the sheer volume of talent validated our approach. Indian professionals display a competitive spirit and work ethic, which benefits both sides of the client-freelancer equation. Once we amassed thousands of freelancers, we continued to nurture this base while exploring other regions.

However, we never neglect our initial geographic focus. India remains crucial due to its evolving talent pool, continually replenished with new graduates and skilled professionals. As we expand, we prioritise regions where we want to establish a strong presence and reputation. Our advertising budgets are divided: 60% targeting freelancers and 40% targeting potential clients.

So, you specialise in data and AI. Do you anticipate this niche expanding in the future? 

It’s a combination of both aspects. Other platforms do offer these experts, but they typically cover broader categories. For instance, they might list a data analytics expert without specifying their expertise in particular tools like Excel, Tableau, or Power BI, or proficiency in specific programming languages. At Pangea, we delve deeper into these specialisations, offering more detailed profiles that cater to specific software and language competencies, which may not be as detailed on other platforms.

Can you explain to any business owner why not embracing AI guarantees a significant risk of failure?

It’s not pleasant to say, but there are effective ways to save money. Instead of maintaining a workforce of 100 employees, consider streamlining to 10, 15, or 20 employees. These individuals can then upskill themselves to contribute in other capacities within your company. They could focus on sales, for instance, which can directly increase your revenue. If not for internal use, leveraging targeted sales data is crucial for addressing growth challenges. In a competitive landscape where many businesses offer similar products or services, strategic targeting through data-driven decisions can give you a significant edge.