1669 – Intelogos is the Most Advanced Performance Management Platform with Intelogos’ Vasily Malyshev

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0:58with us right now Vasily Malashev you are the founder and ceo of intelligus you're found on the web at intelligus.com we've got the spelling for that to our friend that's listening to our conversation just kind of click around you'll find where we got the show notes we've got a direct link to intelligus.com this is something you're going to want to look at because it's kind of cool But Vasili, it's great to have you here. Awesome. Thank you very much, Josh. It's great to be here. Yeah. Well, I'll let you kind of explain what Intelligus is. Yeah, absolutely. Well, you know, before I start, you know, Josh, I think some people who hear you on the podcast don't see you.

1:37And I got to say, you're a guy that is such a full of energy, full of life. I love it. For these five minutes that we've been on the podcast already, I'm already in love, Josh. Oh, I love it. I love it. Very, very kind of you. Very kind of you. Thank you. Awesome. But let me tell you about Intelligus. So Intelligus is an employee well-being recognition and performance management problem. So we do we use analytics, people analytics together with AI to do two things for employees. Number one, we help them avoid burnout. Number two, we help them get recognized for the amazing work that they do. and we do it automatically.

2:15And on the employer side, first of all, we help just employers understand how their team is working. But also we use AI to analyze all of it and give suggestions to employers what kind of feedback they can give to their team to essentially help them grow. So we use analytics and AI to help both bodies, employees do better, get recognized, and also employers just to improve the overall efficiency, productivity of their teams. Yeah. Yeah. And why is this so badly needed today? And again, especially I'm thinking of like, you know, those folks that are listening to us right now, then their team might be remote and it's maybe more challenging, right?

2:53To provide, you know, that all that immediate feedback that we might be able to better provide were we in person. I'm sympathetic to that audience. But again, I think it's a pretty, you know, having more intelligent tools to assess and kind of monitor what's going on, you know, in an ethical way and in a way that is also more honest and more fair, that is pretty important. Yeah, I agree 100%. And as you said, I think, you know, managing a team working in an office is hard enough. But when everything goes remote, it's like double the amount of difficulty, double the amount of unknown, lots and lots of more challenges.

3:39So let's talk about the performance management part, because understanding the performance, it's nothing new. Everybody has tried to solve it for years and years, ages, maybe a thousand years. The problem that today, the main way how it's done in one of, I'd say, three ways. Number one, send your employees a bunch of questions. Now, I've spoke to people from Amazon, Facebook, lots and lots of different companies. Now, let me give you just some examples. In Amazon, they ask you a question. I spoke to a software engineer who's been at Amazon for six, seven years, senior guy. He told me that in Amazon, every time you open a computer, you get a quick question.

4:18It's a very quick question. Something like, how did that go? What did you think about that event? What did you think about that project? This and that. This is how Amazon tries to understand how everything is going on in the company. And their logic is we're going to ask a small question each day. It's not going to bother or anybody, and that's it, we're going to get good data. The problem with it, as this person told me for the last two years, he just gave random responses to it. And it's the same in every company, because there's not a single person I talk to, and probably you've never heard somebody say, oh my God, I'm going to get my performance review questions.

4:52I'm so excited. Cannot wait to answer those. There's not a single person on earth who thinks that way. So all of those responses, they tend to be inaccurate to say the least. But one type of doing it is questions. The option number two is doing one-on-one reviews. And talking to people is definitely important. And it's important to have a personal connection between a manager, employee, between employees themselves. However, it's hard, two things that are hard. Number one, get data to understand your employees. Because for example, in the previous company, I used to manage, it was a software development company, and I've worked with a lot of developers.

5:31As a CEO of that company, I had to be the final person making the decision if a certain person is getting a raise or not. However, I did not work directly with many of the developers. And literally, I had no other source of data besides talking to the lead of their team. So it's sort of a subjective type of information change. Exactly. That's what I'm thinking. When I was in the Navy, I had some some petty officers, some managers, some supervisors, they did not like me at all. And, you know, unfortunately, that personality, even though I would say in hindsight, some of the aspects of my job I was very good at, and some maybe not so great, I would say the more military aspects of my job, not as great.

6:22Maybe the more journalism side of my job, I feel like I was pretty, well, unfortunately, the fact that I wasn't a very military oriented personality that rubbed a lot of my, you know, leadership as it were the wrong way. And so I don't know that that's, you know, it's kind of interesting, you know, when you think about, you know, subjective, you know, and getting to, you know, better objective data that, you know, and again, we want the truth, like we want to know where people are at, but I think we also like, we want to be very fair with people and, And especially someone that we want them to stick around.

6:58We don't want to give them an unfair evaluation. And then they're like, I'm out of here. And where they were just maybe misdiagnosed or miscalculated in terms of their value. Yeah, because additional problem that happens, because any employees, they really want the feedback as well. So generally speaking, especially if we're talking good employees, people who want to be successful and to grow, they do not want to live in a world where they actually don't understand how they're doing. Because their personal goal, like for any person, is really to grow, earn more, which is an absolutely fine. You know, pretty much everybody wants to earn more, more or less.

7:34So their personal goals are not realized unless they get fair and objective feedback as well. So this is, you know, and sort of a side problem from this is that it's always awkward for employees to have a conversation about a bonus or a raise, especially in an environment when there are no objective metrics, nothing that you know 100%. If I will do this, I get a raise and that's it, I'm happy. And this is one of the problems we're solving because in the environment, in most companies, when there's no sort of objective metrics you need to reach to get a raise, what happens is that employees just start looking at other jobs without even talking to the management just because it's an awkward conversation to have.

8:15It's a pain. You know, nobody wants to ask for money. You know, it doesn't feel right. So people in those situations, they just end up leaving a job, looking for somebody else, and that's it. And nobody wins. How frustrating is that, you know, if you're an employee and you don't know what the rules are and, you know, but yet that's, you know, we want to get ahead. We want to move ahead. And, you know, sometimes we get different answers. And again, it's just very subjective. Okay, so let's talk about, and again, I want to share the website, intelligus.com, I-N-T-E-L-O-G-O-S. All right, let's talk a little bit more about how Intelligus just does this so much more intelligently.

9:00Sure, absolutely. So there are two layers to our product. Number one, analytics. Number two is the AI that analyzes those analytics. Because again, from a performance or just any team management perspective, problem number one is not actually understanding what's happening. Problem number two is not having time and knowledge to process the information that you get. So on the analytics level, we do two things. Number one, let's say if your company uses task managers or anything like that, we just collect information about how those tasks are moving, who is closing the tasks, how fast, this and that.

9:35And so basically, first source of information is the information from all of the tools that your company is using. That's one source of information. The second source of information is we just have our own desktop app that just looks at how you work on the computer. And this is one of the sort of important elements of how we can actually understand if the employee is burning out. Because one of the features that we have is we look at, let's say, the person has been working for six months nonstop. Let's say, you know, and you can see they work a lot of hours, they work hard, but their performance in terms of completed tasks starts to slowly go down.

10:12So in this case, our platform, it's not going to tell you, okay, you're a terrible employee, go work hard, you know, that's it. Instead, what it's going to do is it's going to identify that this might be a case of just getting burned out. And instead, it's going to suggest to your employer that, hey, it looks like, let's say, Mark is just getting burned out. Let's give him some time off, let them relax, re-energize, and then come back and work. So this stuff, the example that I just mentioned, it was using two things. Number one, analytics from our own desktop app, from third-party task managers, and then using AI to automatically process all of this data and give suggestions about what might be happening and what you as an employee can do to improve, what you as a manager can do to improve, stuff like that.

10:58Yeah. And something that obviously is really critical is being able to anticipate problems and seize opportunities. How does this platform assist with that? Yeah, absolutely. So because we look at, you know, it's almost like every second, every minute, we look at thousands of lines of data. Because of that, we can find patterns. For example, if your company is working with us for a while, we can understand what patterns of behavior lead to, let's say, lower engagement, or let's say what patterns of behavior lead to people actually quitting the job, leaving, or what manager, what type of managerial behavior leads to employees being not happy.

11:39So once we get a good amount of this data, then our AI essentially just learns and understands if there is a pattern that is familiar, it can right away tell you, hey, there is a risk of this event happening. You better do something about it. There is a risk of this person losing engagement, quitting the job. Let's help them. Let's reengage them, stuff like that. So it's all about analyzing the data, finding common patterns that lead to either good results or bad results. And then the next time you see that pattern, just automatically suggest certain actions to do. And that's it. I love it. You have, well, first off, is there a size company that you work with?

12:23I mean, who are you, who's typically using Intelligus? Sure. So I'd say generally speaking, almost any type of company can benefit from it. But there's definitely a sort of a target audience, target market that we target, which is number one, it's a company where a majority of work is done on the computer. Because the behavior that we try to analyze is computer-based behavior. That's number one. Number two, we'll look at larger companies. If you're maybe a startup, you have only a few folks in the company, it's likely that just between you guys, you can connect, discuss everything, and it will solve the problem.

12:58But the bigger the company is, the harder it is to manage a team. And then the third aspect is the remote aspect. So it definitely works for office environment, but remote environment brings so many new challenges that it's sort of our target. It just matches our target audience specifically. So three things, computer-based work, larger companies, and ideally, at least some element of promote work, this is the ideal company for us. Why might someone that may be a little bit more junior within the organization become a champion for getting intelligence in the company? Like, so again, I'm just empathic to the, you know, to that brand new hire.

13:42And again, they, you know, they want a system that's fair. Why does this work out so much better for them? Absolutely. So in my experience, so I've been in software industry for 15 years. This is my third company. The best people I've ever worked with were the people who came to me as juniors, but they had so much passion, so much desire in them that they just grew to become, you know, middle, senior. And then actually at least two of them started their own companies after that. The reason why I'm saying this is that the junior person, even if they have enough sort of onboarding teaching, they do want some objective metrics that would tell everybody that they're doing good because junior people that are ambitious, they want to grow.

14:32And in order for them to grow, they need some objective metrics to understand, okay, if I do ABC, I become middle. If I do something else, then I become senior and so on and so forth. So because our platform will allow those junior employees who just came to the company, if they work just as well as a middle or our platform will suggest that they should get a raise. They should get a bonus because they are doing at least as good as everybody else. And therefore they should be compensated fairly as well. Yeah. Your website into logos or, uh, intelligence.com my bad in intelligence.com. Um, what would someone do?

15:12I see a try for free button here, but can you talk about maybe how does it work to experiment with this kind of play around with the platform? What does that onboarding or that kind of discovery typically look like? Sure, absolutely. So the only limitation we have right now, because we've launched a couple of weeks ago, and we've had unexpectedly a large number of people who signed up. So what we've decided to do is sort of a gated waitlist type of situation. So when you leave your email, you're probably going to get an email from me. I'm just going to ask you a few questions just to make sure that ideally this matches our sort of target company.

15:49And then you just got to get access to the product automatically. The only reason we're doing this right now, because as an early company in our first year of existence, we want to get a lot of feedback from the companies we work with, we serve. And that's why I'm trying to establish personal connections with those people as well. So you'll get an email from me. I'll ask you a few questions. And then you're welcome to use the platform and hopefully enjoy and make your team better. All right. Again, the website, intelligus.com, I-N-T-E-L-O-G-O-S. Click on the little orange try for free button. Also, there's some pretty cool images you can kind of see.

16:28There's a quick video that kind of breaks this down as well. Wonderful. And again, thank you for this work you're doing. Again, I love that we can be more accurate about something that I think is so critical. Our people are our most valuable asset. And certainly, we want to reward those ones that have the potential. And we want to be able to assess them fairly and accurately. And I think they want to be assessed fairly and accurately. So again, Vasily Malashev, founder and CEO, it's been great having you. Thank you so much for joining us. Thank you very much, Josh.

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