Evan Goldin

Helping a fantastic org that works to prevent homelessness in the Bay Area.

As a lifelong part-time resident of Lake Tahoe, I became increasingly worried by the housing crisis facing locals around the lake, and the difficulty for homeowners to find tenants in a small-town area like Tahoe. So, in my spare time, I partnered with some full-time Tahoe residents to create Placemate. The organization fills a much-needed gap, and partners with vacation towns around the United States to incentivize homeowners to activate new long-term rentals from existing housing inventory. I work with the team to improve their digital product, streamline operations and strategize the future of the business, and serve as a member of the board.

Parkade is modernizing an absolutely massive-but-overlooked market: private parking. We're a tech-enabled parking-management system that helps apartment buildings, condos and offices automate their parking workflows. Rather than signing paper leases, paying by check or having property managers maintain spreadsheets, tenants can directly manage their parking needs using our mobile and web apps. Payments, maps, gate access, enforcement, subleasing tools and guest access are all included — completely changing how tenants park in our partner buildings. Parkade reduces emissions, reduces congestion and gives parking space back to cities. As Chief Parking Officer (and CEO/cofounder), I lead the team and our strategic vision. Come join us!

Chariot was on-demand shuttle technology and service acquired by Ford Motor Company. We utilized 15-seater vans and offered both consumer and private (enterprise) routes to passengers who booked/paid via mobile phone. It was faster, more reliable and more comfortable than mass transit and cheaper than rideshare/driving. In my role, I… - Led the company's product direction during a period of explosive growth, as we scaled from one city to 10 and pivoted from a focused on consumer products to B2B. - Led the complete overhaul of the company's driver and rider mobile applications. - Recruited and hired a diverse team of — by the time my departure — a dozen product managers, designers, trainers, data analysts and researchers. - Served as the organizational interface between Chariot's product team and a wide array of executives and stakeholders at Ford, our parent company. - Helped the company culture, team and processes transition from a tiny startup of 14 people to a large division of more than 100 employees, within the world's oldest automaker. - Helped to hire, and work with, executives and department heads from across Chariot growing organization

Aside from leading the Product and Design units, I also led Chariot's Engineering department, after the post-acquisition departure of Chariot's original CTO, until we hired a new VP of Engineering and CTO in 2017. This involved: - Helping to guide technical decisions - Keeping team retention at 100% - Keeping up system reliability even after the loss of significant technical platform knowledge - Recruiting and hiring contractors to fill the gaps on our engineering team - Defining and writing the job descriptions for our open roles - Interviewing and helping to select our new CTO and VP of Engineering (who then took over the Eng team) - Spinning up a Chariot's Engineering intern program, and recruiting/screening/selecting interns

Canvas was my first attempt at starting a company, back in 2015. We weren't the first mover, and couldn't build the right team or raise capital quickly enough, but I learned a ton about what NOT to do when starting a company. We were seeking to build a digital-art screen that looked like a real piece of art. We were ahead of our time: Two years later, Samsung launched The Frame (https://www.samsung.com/us/tvs/the-frame/highlights/). As founder and CEO, I built alpha prototype of the hardware and software product. I developed and delivered our pitch to 50+ investors, but ultimately couldn't raise the significant level of capital needed to successfully launch a brand-new hardware product.

I was Lyft's first product manager, starting at Zimride in January 2012 right before we launched the Lyft app. I reported directly to the CEO for the first three years, pairing with him to quickly execute the product roadmap we needed to scale — and stay ahead of Uber. I made the product decisions that scaled Lyft from its first users into a beloved household brand and (later, after I left) a publicly traded company. I touched most aspects of the original Lyft product, and later focused on the driver side of the business. In 2014, I pitched Lyft's CEO on splitting off a new org within Lyft, the product line now known as Lyft Business. I led the effort on the product side and designed the product/business line, which was Lyft's foray into B2B, selling rides to companies, health systems, municipalities and schools at an enterprise level. The business line now has a billion-dollar run rate. Later that year, I again pitched Lyft's CEO on a different project: Rolling out paid parking to our own employees for parking at HQ, to solve our terrible HQ parking issues. The project was a massive success, and made parking reliable for staff. The project sparked my interest in private parking, leading me to start Parkade a few years later.

Context: The Zimride team created Lyft, which soon became the company's focus. Zimride was then sold to Enterprise Rent-a-Car. Leading the development of Zimride.com as the only member of its Product team. Zimride is a marketplace for ridesharing and a platform for schools and businesses to create their own private ridesharing networks. At Zimride, I have: - Built and maintained the company's product roadmap - Personally set up and introduced Jira, a project management tool, to facilitate and speed communication inside the product development team and give people outside engineering a way to file and track feature requests/bugs - Designed and managed Zimride's powerful new Events feature - Brought structure to the product development cycle, with weekly agile sprints, demos and planning sessions - Personally designed, coded and implemented a new, Wordpress-powered Jobs page for Zimride - And, of course, become a complete Zimride power user :)

Designed the best social network platforming around: - Product Manager for the user-facing features of the Ning social networking platform - Designed and managed integration of Facebook and Twitter into the Ning platform - Brought analytics and insight to the millions of emails Ning sends each day through an email dashboard - Manage development of dozens of new features from start to finish - Switched to agile development methodology, vastly increasing team efficiency - Work closely with CTO, CEO and others to get buy-in on new features - Reguarly sought and responded to direct feedback from users via email and forums

Editing the Ning blog, managing releases and many other start-upy things

Conducted a cost-benefit analysis and study on prevailing wage in Palo Alto

- Authored bi-weekly columns for print - Wrote twice-weekly blog posts for online opinion blog - Column on waterfront development named No. 2 nationwide by Columbia University journalism awards

- Voted “Editor of the Year” by the paper’s Board of Editors - Managed and edited team of 24 columnists and six artists - Created online-only opinion blog, which receives 10,000 page views per week - Member of Board of Directors, which controlled paper's $1.2 million budget

- Managed and edited staff of 45 general assignments reporters - Designed and implemented new Internet-based story assignment system