Amelia
Fun Fact
Dogs are my favourite people
About Prerender
I love the openness to new ways of doing things, and the freedom to use AI tools
Welcome to our monthly all-hands. Let’s celebrate wins, align on priorities, and keep building together.
Málaga leadership offsite highlights
Quarterly financial & operational check-in
GTM, Marketing, Partnerships, Sales, Product, Engineering, and CS
New joiners, open positions, and referrals
Learning out loud as a team
Offsite travel, Slack workflows, Notion updates
In late March, the leadership team came together in Málaga for two days of strategy, alignment, and planning. Here’s what we covered and what it means for the company.
We’re not building a feature. We’re building a category — and we’re calling it Machine Visibility.
What this means: We’re not competing in generic observability or monitoring. We’re creating a new market around how machines — crawlers, AI agents, bots — actually experience the web. This is our moat.
Our product strategy serves the category we’re creating — building from visibility into intelligence into automation.
Each phase builds on the last — visibility becomes intelligence becomes automation. We ship value at every step.
The offsite produced named owners, timelines, and clear priorities. Here’s what leadership committed to.
Our Vision: “We build world-class technology. We lead through research that brings clarity to a world being fundamentally reshaped by machines. And we run this company the way we tell others to run theirs.”
Key financial and operational metrics — Jan–Mar 2026 YTD.
Bottom line: Revenue is tracking near plan, profitability is well ahead. Growth engine (integrations, pipeline) is accelerating. One significant churn risk to manage — otherwise a solid start to the year.
Prerender has served over 2.7 billion unique pages to web crawlers. We see how dozens of bot types interact with the web in production. No competitor, agency, or academic has this data — but data isn’t insight. We’re hiring a founding researcher to change that.
Internally, every team gets access to rigorous research and help designing experiments that produce meaningful insights. This is how we level up strategy execution as a company, not just thought leadership externally.
Living the Values is a new program to recognize colleagues who have shown a specific example of living the Prerender values. Each all-hands, we’ll highlight nominations to help us remember what these values look like in practice.
Anyone can nominate a team member — send nominations with a short summary to Lizzie.
In our Q1 retro, Hannah didn’t just flag the bottleneck of manual action item review — she proposed the fix: auto-filtering action items into each team lead’s backlog so accountability lives with the people closest to the work.
That’s Shared Outcomes in action — designing for the whole team to own outcomes together, not waiting for the manager to hand them out.
After Q1 retro, we got honest about the gaps — unclear ownership, no shared tracking, data we can’t trust. Here’s what we’re doing about it.
New Product Strategy and high-level roadmap presented this month. Next steps: stakeholder alignment on business cases, prioritization, and feature scoping per domain.
Six weeks in, focus has been on foundations: ownership, delivery, and enterprise trust.
Next 30 days: Close DPF self-certification, complete DPA with legal, settle delivery model into steady state, and establish infrastructure baseline.
First all-hands for Janine — welcome! After diagnosing where CS stands, a strategy kickoff was run with Taki, Jacint, and Flor.
Full roadmap in Notion under the CS & Support Hub.
The team is now officially named Customer Success & Support.
Referrals matter a lot! If you know someone great, please reach out to Joe.
Dogs are my favourite people
I love the openness to new ways of doing things, and the freedom to use AI tools
I am a former semi-pro bowler. I went to school with a Google co-founder. I share an ex-girlfriend with a famous rock star.
I’m German, but I break every stereotype by hating to drive. I failed my practical driving test three times because my brain simply refuses to invest time in it. I like to think I was just born ahead of the “self-driving” era.
It’s fast-moving, a bit chaotic, and charming — with truly great people.
Mistakes are how we build a stronger, more resilient team. Let’s celebrate the courage it takes to try, fail, and improve.
See you next month. Keep building.