Paola Santana of Glass On 5 Things You Need To Know To Create A Highly Successful E-Commerce Business
Design an amazing and user-friendly experience: Invest in creating a visually appealing and user-friendly platform that offers seamless navigation and a smooth checkout process. Your job is to make other people’s jobs easier. Ensure your site is optimized for mobile devices, as a significant portion of e-commerce traffic comes from smartphones and tablets.
Aspart of my series about the “5 Things You Need To Know To Create A Highly Successful E-Commerce Business”, I had the pleasure of interviewing Paola Santana.
Paola Santana is CEO of GLASS, a government e-commerce company that was recently chosen by the US General Services Administration to take part in the multi-billion dollar federal Commercial Platforms Program. Santana is a lawyer specializing in public procurement law. She’s a Fulbright Scholar and made the list of Forbes Next 1000 business leaders. Santana is a serial tech entrepreneur, having previously founded Matternet, a drone company focused on on-demand urban aerial delivery.
Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I’m a lawyer, born and raised in the Dominican Republic. I went to law school there with the intention of pursuing politics and government. I worked at the National Elections Court for over four years, organizing elections. At the age of 25, I had the opportunity to co-establish the first Constitutional Court from scratch. Following that, I received a scholarship to study the future of governments. I went to Washington, D.C., attending both Georgetown and George Washington University, specializing in government procurement. My focus was on understanding the correlation between public budget and spending. If you connect what we said we were going to do with the budgets, versus what we did through spending, you can see what we actually did, where we moved the needle and the gaps in between. So for me, procurement makes sure we invest the money on the activities and projects that we said we wanted to materialize and at GLASS we’re developing tech to close the gap.
I moved to Silicon Valley to delve into technology. I observed a gap between what needed to be done in government and the speed at which changes were implemented. Technology seemed to offer a solution by scaling processes more efficiently.
Back in 2012, I founded one of the first technology companies focused on drone delivery manufacturing and operations. Some may have seen it as solely about drone delivery, but my intention was to bridge the gap in transportation, particularly in developing countries. Lack of access to transportation is a factor that perpetuates poverty. By creating alternative transportation infrastructure, such as drone delivery systems, we can empower communities to lift themselves out of poverty, paying less for transportation than the cost of the products they are transporting.
After six years in the drone delivery industry, I exited my first tech company to pursue my second venture, GLASS. GLASS aims to leverage technology to transform governmental procurement operations and decision-making processes. Governments are the largest buyers in the world, with the deepest pockets, the largest investors across the globe. And if they had the right tools, and the right technology systems, they could make better decisions that can economically transform their operations and that can transform the environments where they operate.
What was the “Aha Moment” that led to the idea for your current company? Can you share that story with us?
I had a big ‘Aha moment’ and a couple of small ones.
The first major ‘aha’ came when I won a Fulbright scholarship and traveled to Washington, D.C. Listening to politicians in the world’s political capital talking about the same problems we faced in the Dominican Republic — in a similar way that we approached them in my home country — was a big shock because I was expecting to find a different conversation, different alternatives to solve some of the world’s greatest challenges. But it was the same ‘let’s write bigger reports, let’s do more analysis, let’s pass another legislation’ I had to take a step back. So I was thinking: if you take all these smart people, highly trained, highly qualified workforce in government and think: ‘What is the system where you can put those people so we can thrive and we can see bolder results?’ Because we’re putting a lot of effort in, so we want to see that much result out. But the aha moment was that the future of governments might not come straight from governments. Where is the future of governments or where is the future of better management of the public sector? How can we manage public things better? Technology was the answer.
The other ‘aha’ moment was while I was immersed in GLASS. We were focused on the government side of things, and what we realized was that government vendors, which primarily consist of large businesses, left out a significant portion of our economic fabric: small businesses, who faced significant barriers in ever winning contracts. But what about purchases that didn’t require contracts? We also recognized a gap between the quality of products and services available to governments and those offered in the private sector due to resource constraints faced by vendors during the procurement process. This led us to develop a solution aimed at streamlining government procurement, empowering vendors to focus on delivering high-quality goods and services, with all the promises of guarantees, deliveries, and such. And small businesses, they’re all distributed around the United States. So if we can connect a government order to its closest point of delivery, or if we can connect someone wanting something with someone that has that something in the shortest point of contact, then the turnaround time is shorter. The transportation cost is less, the transaction time is reduced. And then that buyer ends up impacting that community where they’re making that purchase. That was a pivotal ‘aha’ moment.
Can you tell us a story about the hard times that you faced when you first started your journey? Did you ever consider giving up? Where did you get the drive to continue even though things were so hard?
During my early days in Silicon Valley, I encountered a significant challenge in conveying the vision of GLASS to potential investors. I was trying to convince a group of people who had never worked in government, and were not the customers. It was a valuable lesson in prioritizing the right audience. Instead of solely focusing on raising funds, I realized the importance of nurturing our customer base, who were already using and benefiting from our platform.
The turning point came when we redirected our efforts towards enhancing user experience and catering directly to the needs of buyers and sellers, streamlining procurement processes. This shift in strategy proved to be immensely successful. Despite the hardships, giving up was never an option for me. Entrepreneurs have a resilience that allows us to bounce back from setbacks. So no, I never considered giving up. There’s one thing about entrepreneurs: when we burn out, we sleep it off. And the next day, it’s like it never happened. That’s how I kept going.
So, how are things going today? How did your grit and resilience lead to your eventual success?
This year, the U.S. General Services Administration awarded GLASS one of eight contracts to participate in a multi-billion dollar federal Commercial Platforms Program. That’s the biggest validation of all. The program is an e-commerce initiative where federal buyers can make ‘micro-purchases’ that don’t require bids or contracts. GLASS vendors can now count the US federal government as their biggest customer and government buyers can purchase from small businesses while impacting communities, tracking their socio-economic goals and allocating their budgets smartly.
What do you think makes your company stand out? Can you share a story?
That we care a lot about governments and public sector. We see their efforts, all the initiatives that they lead and how in some cases they’ve settled with not having the right systems to accelerate their goals, or not seeing their objectives be accomplished in the impactful way that they were designed to have.
We are pioneering e-commerce for governments. I don’t know of any other company doing what we are doing. GLASS is focused on governments. There are other e-commerce platforms, but our platform — Glass Commerce — is the only one focused on facilitating compliant transactions between government buyers and verified vendors, including small businesses, all without the hassle of bids or paperwork and with just a couple of clicks.
We joke internally that our most important KPI is bringing a huge smile to the faces of the people running our governments. Reminding them they are the original pioneers, that they make our cities run, our countries flourish, our economies thrive through their daily efforts. That they move the needle, that they are creative, that they are needed and celebrated for their diligent work. And when we empower them with amazing technology, they can do better, faster, bolder. And they regain hope on finally doing what they were set to do when they started working in government. There is that spark in their eyes… we know when we see it, and you can’t measure that in any KPI. It’s priceless, and it’s our ultimate measure of success.
Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?
I would advise my colleagues in the industry to always keep their focus on the Moonshot, the North Star, the core mission driving their work. It’s easy to get caught up in seeking external validation, whether from investors or others, but ultimately, it’s the impact we have on our core customers that matters most. Prioritize delivering value to them, and let that guide your decisions and actions. The real proof of concept comes from those who are actually using your product or service. Make sure to listen to their needs and iterate constantly. I re-energize the next day because I’m obsessed with governments and streamlining government systems. So find your obsession, and you’re more likely to stick to your vision. Also, find time to disconnect from the problem you’re solving on a frequent basis, engage in any creative activity that gets you out of your head, and spend time in nature.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
I prefer not to single out specific individuals because fortunately, there have been numerous people who have placed their trust in me, my aspirations, my determination, and persistence. Nonetheless, I must acknowledge the pivotal role that the Fulbright scholarship played in my journey. It opened doors to opportunities in the United States, exposing me to a wealth of new experiences and aspirations.
During my time, I encountered remarkable professors, colleagues, investors, and advisors who contributed significantly to my growth. At GLASS, we’ve assembled an incredible team of visionary leaders. I am profoundly grateful to each and every one of them for believing in this vision and supporting me along this journey.
Ok thank you for all that. Now let’s shift to the main focus of this interview. Amazon, and even Walmart are going to exert pressure on all of retail for the foreseeable future. New Direct-To-Consumer companies based in China are emerging that offer prices that are much cheaper than US and European brands. What would you advise retail companies and eCommerce companies, for them to be successful in the face of such strong competition?
Our advice would be DON’T take the typical e-commerce route to compete, when there’s so much revenue out there that isn’t being captured — like government purchases. If your business doesn’t already have a website, get one NOW. And once you do, leverage an e-commerce platform like GLASS. That’s what makes GLASS unique. We help businesses create an online presence and build their first government online store so they can be found in an aggregated, curated manner by the largest buyers in the world. Governments are already buying what American small businesses are selling, so we’re saying let’s bridge that disconnect so governments can buy from them with a couple of clicks.
What are the most common mistakes you have seen CEOs & founders make when they start an eCommerce business? What can be done to avoid those errors?
There are common pitfalls, but the one I see (and encountered myself) is being too narrow or prescriptive on the way the vision needed to come to life. When I first started GLASS, I focused on government, government, government. Government buyers, it was all about government buyers. Streamlining their user experience, making procurement more efficient, cutting time, effort, cost. Then I came to the realization that at the other end of the spectrum were the small businesses that made up 99 percent of the fabric of this economy. What if the high quality goods and services they provide to the private sector could be procured by the public sector?
So my advice would be to not get tunnel-visioned.
In your experience, which aspect of running an eCommerce brand tends to be most underestimated? Can you explain or give an example?
One aspect of running an eCommerce brand that often doesn’t receive enough emphasis is the significance of CX and outstanding, clean design. Often, people pay too much attention to marketing strategies and product development, but we actually neglect our core audience: the customer, particularly in the context of dealing with government clients used to outdated interfaces and poorly designed software.
When your customers are governments, efficiency and reliability are paramount. Governments operate under strict timelines and regulations, leaving little room for errors or delays. You need to be prompt in addressing customer issues, no matter who they are. Offer quick, easy solutions, and make sure to keep communications open.
The cost of paid ads is at an all-time high. What are some alternative strategies to reach your target consumers that don’t involve paying a third party like Facebook and Instagram?
Traditional e-commerce heavily relies on paid ads. So, small businesses need to know that GLASS offers an alternative approach. We provide a platform that connects your product or service directly with the largest buyers globally — governments — who are actively searching for what you offer. This bypasses the need for costly third-party advertising on platforms like Facebook and Instagram.
However, if we’re discussing GLASS as a company, our strategy to reach government buyers without relying on paid ads involves a more personal touch. We prioritize attending events where we can connect face-to-face with decision-makers, allowing them to see the people behind our product and brainstorm with us their latest challenges and solutions. Additionally, we leverage Search Engine Optimization (SEO) to ensure our platform is easily discoverable online by government agencies seeking procurement solutions and government e-commerce platforms.
As you know, “conversion” means to convert a visit into a sale. In your experience what are the best strategies an eCommerce business should use to increase conversion rates?
As government e-commerce, the best way to get government agencies to buy from a vendor on our platform is to diversify and simplify. Government buyers might have deep pockets, but they are still pressed for time. If you make the user experience seamless and give them enough filters to narrow their choices based on what they need to get done through that specific purchase, conversion rates go up. Also, having 24/7 expert customer support to help them get their job done is highly recommended.
Ok super. Here is the main question of our interview. Based on your experience and success, what are the five most important things one should know in order to create a very successful e-commerce business? Please share a story or an example for each.
To start a successful e-commerce business, you need to keep these five things in mind:
1. Emphasize quality and value proposition: For us, we knew that government buyers prioritize value for taxpayers’ dollars over price alone. Entrepreneurs should emphasize the quality and unique value propositions of their products or services to stand out in a competitive market, showcasing benefits such as buyer and vendor verification, local sourcing, diversity, and reliability. On one occasion, a US Federal agency faced a large scam, where someone was using the procurement director’s signature to issue fraudulent purchase orders worth millions of dollars. At the last minute, we caught one of these orders, informed the FBI, and were able to prevent our vendor from delivering a scam order by verifying the buyer’s credentials.
2. Build a centralized platform for visibility: GLASS is a government e-commerce platform, but we wouldn’t be successful without establishing visibility for all the small businesses and vendors seeking to capture government ‘micro-purchases’. So Glass Commerce is one centralized hub that streamlines the process, providing government buyers with easy access to a diverse range of verified vendors and their offerings.
3. Build trust and long-term relationships: Establishing trust is essential for sustaining success in any business. When I started this government e-commerce platform, I knew we had to validate the problem and the approach to building this solution with our customers. A couple of years down the line I met a former State CFO who told me — “This is the tool I wished I had 20 years ago.” We’ve been refining our product with insights and feedback from trusted government leaders.
Then there are our vendors. Small businesses that consistently deliver high-quality products or services, meet deadlines, and adhere to regulations are more likely to cultivate long-term relationships with government buyers.
4. Design an amazing and user-friendly experience: Invest in creating a visually appealing and user-friendly platform that offers seamless navigation and a smooth checkout process. Your job is to make other people’s jobs easier. Ensure your site is optimized for mobile devices, as a significant portion of e-commerce traffic comes from smartphones and tablets.
5. Innovate and adjust constantly: The market is saturated with OK platforms, so identify what sets yours apart and dive deep into it. Keep things simple and clear. In my experience, I’ve learned that simplicity often resonates most with users. Make it intuitive, seamless, and make sure you address the pain points.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
Honestly, I’m already in the midst of it. While GLASS is experiencing success, we’re continuously evolving and striving for greater impact. Our focus on redirecting government spending — the largest purchaser globally — towards small businesses is generating significant positive change: Imagine connecting $13 trillion dollars with 400 million small businesses worldwide. That’s 13% of our global GDP keeping our small businesses in business!
Additionally, through Glass Commerce, our government e-commerce solution, we’re enhancing transparency and efficiency across various government levels, from local to federal. This movement towards digital public procurement has already started, and its potential for widespread good is immense. It’s open for anyone who shares our vision to join in and contribute to this transformative initiative.