Execution Infrastructure

Filter the vacancies by remote opportunity, maximum 1 week ago open position and look for UI/UX and/or product design positions

Figma C-level emails

Триггер - Фонд

Надо искать вот этих людей - Platform Partner / Head of Platform / Portfolio Operations / Portfolio Success / Talent Partner / Chief of Staff / Managing Partner

Chaos pattern across your Portfolio

Hi {Name}

I believe you hearing the same thing from half your portfolio right now: headcount doubled, delivery got less predictable, nobody can quite say why...

I run a one-week assessment that puts a number on it, then an implementation if it's worth fixing. Worked with YCombinator's portfolio companies and others. Improved TTM and TCO metrics

Worth being on your radar for founders who bring this up?

Best regards,
Max
linkedin.com/in/maxdesigners

Copy

Триггер - Найм Сотрудника

Question about {Company}

Hi {Name}

I noticed you're hiring a {Postion}. At this stage, coordination often starts being solved with headcount. It works for a while but then the new hires need coordinating too. That’s when delivery can start getting slower and less predictable despite the team grows
‍
I measure what that friction is actually costing, then rebuild the execution structure underneath it

Worth 20 minutes to compare how work moves through your organisation?
‍
Best regards,
Max
linkedin.com/in/maxdesigners

Copy

Триггер - Раунд

What usually BREAKS after the Round

Hi {Name}

Congrats on the {Series A}. The pattern I keep running into: headcount doubles in 9 months, and the process that worked at 30 people quietly stops working at 60. Nobody notices until two releases slip in a row

I run a 1 week assessment that quantifies where delivery effort actually goes. Most orgs at your stage are losing 20–35% of delivery capacity because it sitting in rework and clarification cycles they'd never counted

Is that something you're looking at this quarter?

Best regards,
Max
linkedin.com/in/maxdesigners

Copy

Триггер - Новый руководитель

First 90 days in new Role

Hi {Name}

Congrats on the move to {Company}. Every product leader inherits an execution system nobody designed, it accumulated. The first 90 days are the only window where you can change it before it becomes "your" process and gets defended

I map that in a week and hand you a quantified picture of where the org loses delivery time, and who's actually blocking whom

Useful right now, or too early?

Best regards,
Max
linkedin.com/in/maxdesigners

Copy

Триггер - LinkedIn

First 90 days in new Role

Hi {Name}

You're at the size where cross-team coordination starts eating delivery time faster than headcount adds it. I measure what that costs and rebuild the structure underneath. Not pitching, curious how you're currently handling {их специфика: design-to-dev handoff / multi-brand releases}

Copy

Венчурные Фонды

openvc.app

Open

theraiselist.com

Open

vcsift.com

Open

Emails

All templates are available by the link, click the button

Emails Templates

Selling Call Script

Цель звонка — продать оценку за $10,000. Не внедрение.Ты не ставишь диагноз, не даёшь рекомендаций и не объясняешь, что у них сломано. Ты задаёшь вопросы, от которых человек сам начинает считать свои потери, а в конце показываешь, что твоя оценка на звонке — это догадка, которую нужно заменить измерением

Что должно произойти за 20 минут

1. Он рассказал одну конкретную историю провала своими словами
2. Вы вместе посчитали вслух примерную сумму потерь
3. Он вслух согласился, что цифра похожа на правду
4. Ты сказал, что это оценка из одного разговора, а не измерение
5. Он узнал, что измерение стоит $10k и зачитывается

Если пункты 2 и 3 не случились — продажи не будет, сколько ни говори дальше. Не комментируй. Никаких «да, это классическая проблема постановки задач». Как только ты назвал причину, ты отдал диагноз бесплатно.

The Call

Thanks for the time. In the next 20 minutes I'm going to ask a lot of questions about how work moves through your org — probably more than you expect. At the end I'll tell you straight whether this is something I can help with or not. Sound alright?

---

1. How many people in total right now?
2. And in the product organisation specifically — product, design, engineering, QA combined?
3. How many separate products or brands do you ship?

Второе число — основа всего расчёта
---

4. Take the most recent thing that shipped later than planned. Not the worst one — the most recent - Ядро звонка. Не обобщения, одна конкретная история

5. Walk me through what happened?
6. Where did the time actually go?
7. When did you first know it was going to slip?
8. Who told you, and how long had they known before you did?
9. What would have had to happen differently in the first week?
10. Could tell a percentage of redon,? re-explained, or thrown away, in averge per year? Not because someone did it badly, but because the task wasn't clear, or a constraint showed up late, or someone changed their mind after it was built

---

Считаем вслух. Момент, ради которого весь звонок - Can I do quick math with you? I want to see if this is worth either of our time

- You said {22} people in the product org. Roughly what does one cost you fully loaded — salary, taxes, tools, everything?
Если не знает или уклоняется:
Ballpark is fine. Under sixty, sixty to ninety, ninety to one-thirty?

- So {22} times {$80,000} is about {$1.76M} of delivery capacity a year. That's what you're paying to get things built

- At {25}% of rework, that's about {$440,000} a year going into work you paid for twice

3 возможных реакции на вопросы

«Похоже на правду» / «Скорее больше» — цифра стала его. Переходи дальше

«Мне кажется, завышено» - Fair...which part? The headcount, the cost per person, or the rework share? Пересчитай при нём с его поправкой. Даже сниженная цифра остаётся большой, и теперь она вдвойне его

«Не знаю, сколько у нас переделки» - That's the honest answer, and it's the problem in one sentence. Nobody I talk to knows — it's the one number that never gets counted, and it's usually the largest single line in the whole operation

---

11. What have you already tried to fix this? Tools, hires, process, consultants?
12. What happened to it?
13. What tends to stick in this organisation, and what gets rejected?

---
14. If you decided this was worth solving, who else would be in that decision?
15. What does the budget process look like for something in the 10-30 thousand range?
16. Is that a decision you make, or one you propose?

Если он не может ответить про бюджет — ты говоришь не с покупателем: Who owns that budget? Would it make sense to bring them into the next conversation?

---

Okay, here is what we've got:
I just gave you a number — {$440,000} — from 1 conversation and 3 assumptions. It's a guess. It might be half that, it might be double.

What I do first is replace the guess with real measurement. In 1 week: I interview you, delivery, design and engineering separately, run an anonymous survey across the team, and pull 90 days of data out of your tracker

You get a report with actually cost of friction, where the time really goes, and — this is usually the part people find hardest to look at — where your four leads describe the same process completely differently

The price is $10,000, fixed. If you go on to implementation within 90 days, it will be included in implementation fee. And if the assessment doesn't identify friction, I have a money back guarantee

Worth doing?

---

If yes, then I'll send a one-page summary of what I heard today + the scope by tomorrow. Who else should be on that email?

If you wanted to start the next week of {дата}, I'd need a decision by {дата}. Does that work?

Когда меня спросят

А что бы вы сделали?
Honestly? I don't know yet, and anyone who tells you on a first call a pro tips, literally is just guessing. What I can tell you is the shape: in orgs your size the problem is almost never capacity, it's what work looks like when it enters the system. But I'd rather measure than guess

Если продолжают дожимать:

I'll give you 1 thing you can do without me. Ask your product, design and engineering leads separately — separately, not in a meeting — who has the final say on a release date. If you get different answers, you've found the thing

Это правильный размен. Один приём стоит тебе ничего, доказывает, что ты не пустой, и почти гарантированно даёт им три разных ответа — после чего они возвращаются.

Возражения на звонке

Мы можем измерить это сами
You could. 2 things usually stop it: people answer differently to an internal person than to an outsider, especially about their own manager. And the value isn't the data — it's putting 4 contradictory answers side by side, which is awkward to do to your own colleagues

Десять тысяч за неделю — дорого
It's about a few percents of what we just estimated you're losing annually. And it comes off implementation, so if you go further you've paid it once, not twice

Давайте сразу внедрять, без оценки
We can, but implementation starts at 40 thousand rather than 30 in that case — the measurement still has to happen, it just moves inside the project and you lose the credit. It's cheaper to run assessment first

Пришлите информацию, я подумаю
I'll send the scope. But the thing that actually decides this isn't in a document — it's whether the number we just calculated feels real to you. Does it?

Что записать сразу после звонка

Десять минут, не откладывая. Это сырьё для письма «what I heard».
1) Три дословные цитаты — его формулировки, не твои пересказы
2) Числа: продуктовая организация, стоимость человека, доля переделки, посчитанная сумма
3) Историю последнего провала в двух предложениях
4) Что уже пробовали и что из этого умерло
5) Кто ещё в решении, каков процесс по бюджету
6) Его реакция на цифру — согласился, поспорил или не знал

Assessment Interviews (Calls)

Четыре звонка на неделе проведения оценки. Формы должны быть заполнены до интервью — без них скрипты не работают. Коды в скобках это вопросы из форм. Перед каждым звонком открываем его форму и подставляй его цифры в вопросы

3 правила для всех четырёх звонков

1. Не спрашивай того, что есть в форме. Каждый повтор — это минус к доверию: человек потратил десять минут на форму, а ты не читал.

2. Никогда не называй ответы других людей. Ни в каком виде, даже нейтрально. Alignment Gap работает только если ответы независимы. Если человек спрашивает, что сказали другие: «I'll show all of that in the report — comparing the answers is the most useful part, and I don't want to influence yours.»

3. Записывай дословно. Тебе нужны точные формулировки для раздела Evidence. Проси разрешение на запись, а если отказали — фиксируй две-три фразы слово в слово прямо на звонке.

FOUNDER / CEO — 60 минут

Даёт: стоимость проблемы в их словах, разрыв видимости в днях, историю провалившихся попыток, политическую карту, критерий успеха

Introduction

I've read your intake, so I won't ask you to repeat anything in it. I want to understand the causes behind what you reported

Block #1 - Стоимость

Якорь: F9 — что стоил последний срыв:
1. You wrote that {их формулировка из F9}. Walk me through how that unfolded — when did you first know it was going to slip?
2. Who told you, and how long had they known before you did?
3. What did you do with that information once you had it?
4. If headcount doubles again over the next year, what does this look like?

Что фиксируешь: разрыв в днях между «команда знала» и «фаундер узнал». Это твоя метрика видимости, и она попадает в отчёт отдельной строкой.

Block #2 - Доверие к оценкам

Якорь: F7 — оценка доверия, F8 — как узнаёт о срывах:
1. You rated estimate trust at {N}. What happened that made it {N} and not 5?
2. When you want to know the real status of something, what do you actually do?
3. Whose word do you trust most on delivery? Why that person and not others?

Что фиксируешь: является ли недоверие свойством людей или свойством системы. Ответ «доверяю одному человеку» — это доказательство зависимости от людей, а не от системы.

Block #3 - Прошлые попытки

Якорь: F11, F12, F13:
1. You mentioned trying {X}. Who owned it?
2. What killed it — the tool, the discipline, or the politics?
3. You wrote that this organisation tends to reject {их формулировка F13}. Give me an example
4. What has actually stuck here? Anything at all — a ritual, a rule, a tool?

Что фиксируешь: что именно приживается в этой культуре. Определяет, как ты будешь внедрять, и попадает в раздел Risks

Block #4 - Политика

Вопросов нет в формах и быть не может.
1. If we changed how work enters the pipeline, who would push back hardest?
2. Who has informal veto power that isn't in the org chart?
3. Who inside the company feels this problem most acutely?

Что фиксируешь: последний ответ — имя твоего чемпиона на внедрении. Первые два — карта сопротивления

Block #5 - Решение

Якорь: F23:
1. You wrote that success looks like {их формулировка}. What would you have to see in ninety days to believe it's working?
2. Who else is part of a decision like this?

Что фиксируешь: последний ответ — имя твоего чемпиона на внедрении. Первые два — карта сопротивления

DELIVERY / PROJECT MANAGER — 45 минут

Даёт: покадровую анатомию одного срыва, соотношение работы и ожидания, механику блокеров

Introduction

Your form gave me the numbers. This call is about one thing: what actually happens, step by step. I'll ask you to be very specific

Block #1 - Разбор одного срыва

1. Pick the most recent thing that shipped late. Not the worst one — the most recent.
2. Walk me through it stage by stage. At each stage: how long did it sit, and how long was it actively worked on?
3. Where was the first delay?
4. Did anyone flag it at the time? What happened to that flag?
5. What would have had to happen differently in week one?

Что фиксируешь: таблицу «стадия / в работе / в ожидании». Это прямой источник раздела Where Time Actually Goes и единственная возможность увидеть соотношение своими глазами, а не расчётом

Block #2 - Невидимость блокеров

Якорь: D6 — работа стоит незамеченной, D3 против D2 — 5 активных из 14 в работе:
1. You reported {D3} of {D2} items are actively being worked on. What are the other {N} doing?
2. What's the longest something has sat blocked without anyone noticing?
3. Who would notice first if a task stopped moving today?
4. When work stops, how do you personally find out?

Block #3 - Качество постановки

Якорь: D11 — часы на переобъяснение:
1. You spend {N} hours a week re-explaining tasks that were already written down. Give me a recent example — what was written, and what was missing?
2. Who do you go back to for the answer? How long does it take?
3. Has a task ever been sent back because it wasn't ready? What happened?

Block #4 - Смена приоритетов

Якорь: D7:
1. Tell me about the last time priorities changed mid-execution. Who changed them, and why?
2. What happened to the work that was already in progress?
3. Was that decision recorded anywhere?

Block #5 - Источники правды

Якорь: D9 — информация в двух местах.
1. You wrote that {их формулировка D9}. Which one wins when they disagree?
2. Has anyone ever built the wrong thing because they looked at the wrong place?

HEAD OF DESIGN — 45 минут

Даёт: анатомию переделки, механику ворот на входе, реальную картину утверждения

Introduction

This is an assessment of the system, not of your team. Everything I ask is about what the process does to the work, not about how well anyone does their job.

Block #1 - Вход

Якорь: DS5 — сколько из 10 с полным контекстом, DS7 — отказывался ли кто-то начинать.

1. You reported {DS5} of the last 10 arrived with full context. Take one that didn't — what happened next?
2. Who does a designer go to when context is missing? How long does an answer take?
3. You answered {DS7} to whether anyone has refused to start unready work. Why does that happen — is it not allowed, or does no one try?
4. What would happen if a designer said "this isn't ready, I'm not starting"?

Ответ на последний вопрос — самый ценный момент всего интервью. Если реакция «его сочтут проблемным» — у тебя есть доказательство, что ворот на входе не существует не технически, а культурно. Это идёт в отчёт цитатой.

Block #2 - Анатомия переделки

Якорь: DS13 — сколько переделано, DS14 — где обнаруживается, DS15 — причина.
1. Take the last design that got reworked. What triggered it?
2. At what point could it have been caught?
3. You said problems are usually discovered {DS14}. Why not earlier — is the earlier check missing, or is it skipped?
4. Of the reworks in the last month, how many were caused by someone changing their mind versus something nobody knew?

Что фиксируешь: разделение переделки на устранимую и неустранимую. Это прямо кормит расчёт адресуемой фрикции — не гадай коэффициент, а спроси.

Block #3 - Решения и ревью

Якорь: DS11 — есть ли ревью, DS12 — чьё утверждение финальное.
1. Take a recent decision that got reversed. Who made it originally, who reversed it, and when?
2. How does a designer know a design is approved? Is there a moment, or does it drift into development?
3. Has anyone outside the review appeared after approval and asked for changes?

Block #4 - Handoff

Якорь: DS16, DS17, DS18.
1. What does a developer receive from you today, physically?
2. You said developers return with questions on tasks. What do they ask about most often?
3. When they ask, how long do they wait for the answer?

Block #5 - Мощность против ясности

Якорь: DS2, DS3, DS4.
1. You reported {DS3} hours a week recovering context. If that disappeared tomorrow, what would the team do with the time?
2. Would another designer solve your problem, or would they just produce more work that gets redone?

Что фиксируешь: ответ на последний вопрос идёт в раздел «отброшенная гипотеза» — тот самый, который поднимает доверие ко всему отчёту

HEAD OF ENGINEERING

Скрипта у тебя не было. Это самое политически важное интервью: инженерный лид — главный источник сопротивления на внедрении.

Introduction

This is an assessment of the system, not of your team. Everything I ask is about what the process does to the work, not about how well anyone does their job

Block #1 - Реальность handoff

Якорь: E11 — сколько из 10 собираемы как есть, E12 — чего не хватает, E13 — вовлечены ли до финализации

1. You reported {E11} of the last 10 designs could be built exactly as specified. Take one that couldn't — what was wrong, and when was it discovered?
2. What did the team do — ask, or work around it?
3. You said engineers are involved before design is finalised {E13}. Why doesn't that happen more? Is it not offered, or is there no time?
4. If you could insert engineering into one moment in that process, where would it be?

Block #2 - Что происходит с возражениями

Якорь: E14 — что бывает, когда инженерия возражает, E15 — меняют ли дизайн молча.
1. You said that when engineering raises a concern, {E14}. Give me a recent example.
2. Who decided, and how?
3. You said silent design changes are {E15}. Why does that happen — is raising it slower than just doing it?
4. What would make raising it the faster option?

Самый важный блок. Ответ «поднять вопрос дольше, чем просто сделать по-своему» — это описание системы, где правильное поведение наказывается. Идёт в отчёт как ключевая находка и снимает половину сопротивления при внедрении, потому что решение будет выглядеть как их идея.

Block #3 - Техническая реальность

1. Are there technical constraints that repeatedly appear after work has already entered execution?— Which ones, specifically? Give me the last two.— Are these known to the team and forgotten, or genuinely discovered each time?
Разделение принципиальное. Забытое известное ограничение лечится документацией и чек-листом. Действительно неизвестное — только вовлечением инженерии раньше. Это два разных механизма и две разные строки в отчёте.

2. Are there parts of the product where even a well-defined task can still require significant technical investigation?— Which parts? What makes them different?— How much of your roadmap touches those areas?
Определяет, где твой Definition of Ready неприменим в принципе. В этих зонах нужен отдельный путь — discovery-спайк перед дизайном, а не ворота перед разработкой. Если это не выяснить, система начнёт блокировать работу, которую невозможно определить заранее, и её обойдут
‍
3. Are there dependencies that product or design usually cannot see?— What kind — internal services, third parties, data, other teams?— When one of them delays work, how does anyone find out?

4. Where does technical debt affect delivery predictability?— Is there an area where estimates are consistently wrong in the same direction?
Технический долг — единственный источник фрикции, который твоя система не устраняет вообще. Его нужно найти именно для того, чтобы честно вычесть из адресуемой суммы. Это же становится сильным аргументом на презентации: ты сам показываешь, что не всё чинишь.

5. Who currently decides that a task is technically ready for execution?
Если «никто»:— Has that ever been anyone's job?— Who would be the natural person, if it were?
‍Если «я / CTO»:— How many of those decisions do you make in a week?— How long does a task typically wait for you?— Which of them could someone else have made without you?— What would you need to see to trust someone else with that call?
‍Если «зависит»:— What does it depend on? Give me two examples with different answers.— Who decides who decides?

6. What share of tasks genuinely need a technical check before design is approved?
7. What distinguishes those from the ones that don't?

Block #4 - Ожидание

Якорь: E9 — часы ожидания вовне, E8 — ожидание ревью.
1. Your team waits {E9} hours a week on people outside engineering. Who, most often?
2. Does that appear anywhere, or does the work just sit?
3. PRs wait a median of {E8} hours for review. Is that a capacity problem or a priority problem?

Block #5 - Незапланированная работа

Якорь: E4, E5.
1. {E4} of capacity goes to unplanned work. Walk me through the last week — what came in unplanned?
2. Can anyone put work directly into your team's queue without going through a process? Who?
3. Has that ever been challenged?

Block #6 - Ворота качеста

Якорь: E10, E16.
1. Between {E10} of your bugs trace to unclear requirements. Where would you put the check that catches those?
2. Implementation is checked against the approved design {E16}. What decides whether it happens or not?

После каждого звонка — 10 минут

Заполняй сразу, не в конце дня:
- Три дословные цитаты
- Одно число, которого не было в форме
- Одно противоречие с тем, что человек написал в форме
- Имя, которое он назвал как чемпиона или как источник сопротивления
- Одна вещь, которая, по его словам, работает хорошо

Последний пункт собирается только на звонках, а раздел «What Is Working» без него не написать.

Что делать, когда ответы противоречат другой роли

Ничего. Не сверяй, не уточняй, не намекай. Расхождение — это твои данные, а не ошибка, которую надо устранить на звонке.

Единственное исключение — фактическая величина, где ошибка искажает расчёт: если дизайн говорит про восемь дизайнеров, а фаундер про пять, уточни у обоих отдельно после звонков, письмом

После всех 4-х звонков

Составить предварительную матрицу мини отчета по збору данных для написания полного отчета. Клиенту не показывается — в отчёт попадает только результат. Смысл: отделить то, что подтверждено независимо, от того, что ты услышал один раз и достроил сам. Сама сатрица выглядит следующим образом:

Составление Финального Отчета

Происходит по результатам всех форм и звонков. Вот формулы по которым считать

Также ссылка на фигму-пример по которому собирать отчет:

Figma - Report Example

Tennis

Figma

Winning Plan

I have to win around 7-10 tournaments to be able to play on Grand Slam

Tournaments

The average devision of the prize money and ATP points between rounds

Как попасть на Олимпиаду

Надо выполнить 3 условия:
- Топ-50 ATP (формально берут Top-56, но из-за отсева обычно проходят игроки вплоть до ~70-й строчки)
- Топ-4 своей страны (не больше 4 одиночников от одной нации), но если будешь в топ 50 АПТ то там автоматически можешь почти попасть в нац рейтинг
- 2 вызова в сборную на Кубок Дэвиса / Кубок Билли Джин Кинг за 4-летний цикл (причём хотя бы 1 вызов должен быть в последние 2 года перед Олимпиадой)

Скоростя игры

Request of the Stringer

Do you have an experienced ERSA stringerwho was working withnatural gut for years?

Due to injury of radialnerve I need the top professional because the frame of the racket is soft and could be easily deformed and I don't need it because it will lose the antivibrationcapabilities. Plus, I am going to change strings every 30 hours so I need a long term master, not an intern guy who will break the racketand disappearnext month.

If you have the stringer, then here arerequirements, is stringer capable to do it?

Instructions for Stringer

English version

Due to a radial nerve injury I need top-quality service. The Wilson Clash frame is very specific and flexible – improper stringing can easily deform it, destroying its anti-vibration properties, which are crucial for me. Using an awl to straighten the strings is strictly prohibited – this irreversibly damages the gut structure

‍Racket: Wilson Clash 100L V3.0
‍Strings: Babolat VS Touch 1.30 (natural gut) / Luxilon Element 1.25 (polyester)
‍String weight: 23 kg (vertical strings - Babolat VS Touch) / 22 kg (horizontal strings - Luxilon Element)
‍Method: Two-piece knots
‍Pre-stretch: I request a 10% pre-stretch (using an electronic stringing machine)
‍String speed: Very slow (slow pull) to avoid overheating and damaging the gut structure
‍Direction: Horizontal strings are strung from the top of the frame (top-to-bottom)
‍Knots: Parnell knots only to minimize tension loss
‍
‍Additional notes: Please carefully inspect grommets for sharp edges before starting work

Copy

Polish version

Z powodu kontuzji nerwu promieniowego potrzebuję usługi na najwyższym poziomie. Rama Wilson Clash jest bardzo specyficzna i elastyczna – niewłaściwe naciąganie może ją łatwo zdeformować, co zniszczy jej właściwości antywibracyjne, które są dla mnie kluczowe. Absolutny zakaz używania szydła (awl) do prostowania strun – to nieodwracalnie niszczy strukturę jelita.

‍Rakieta: Wilson Clash 100L V3.0
‍Struny: Babolat VS Touch 1.30 (jelito naturalne) / Luxilon Element 1.25 (polyester)
‍Siła naciągu: 23 kg (struny pionowe - Babolat VS Touch) / 22 kg (struny poziome - Luxilon Element)
‍Metoda: Na 4 węzły (Two-piece)
‍Pre-stretch: Proszę o 10% pre-stretch (na maszynie elektronicznej)
‍Szybkość naciągania: Bardzo wolna (slow pull), aby uniknąć przegrzania i uszkodzenia struktury jelita
‍Kierunek: Poziomy naciągane od góry ramy (top-to-bottom)
‍Węzły: Wyłącznie węzły typu Parnell, aby zminimalizować utratę napięcia
‍Dodatkowe uwagi: Proszę o dokładne sprawdzenie przelotek (grommets) pod kątem ostrych krawędzi przed rozpoczęciem pracy

Copy

Размеры ручек

Обмотка оверигипа

Wilson Clash 100 V3.0 (2026)

‍Weight/Head: 295g / 645
‍Strings: 16:9 - Vertical: Babolat VS Touch 1.30 (natural gut) / Horizontal: Luxilon Element 1.25 (polyester)
‍String weight: 23 kg (vertical strings) / 22 kg (horizontal strings)
‍Balance: 310
‍Handle: 43:8 OR 11.1 OR L3
‍Frame: 24.5-24.5-24.5
‍Tensile Force: 23-27kg
‍Grip: Karakal X-Gel Grip 2.6mm + antivibration protection (Gel)
‍Overgrip: Wilson Pro Overgrip 0.6mm
‍Antivibrator: Gamma Shockbuster 2

Wilson Clash 100L V3.0 (2025)

‍Weight/Head: 280g / 645
‍Strings: 16:9 - Babolat VS Touch 1.30 (natural gut)
‍String weight: 20 kg (vertical strings) / 19 kg (horizontal strings)
‍Balance: 315
‍Handle: 43:8 OR 11.1 OR L3
‍Frame: 24.5-24.5-24.5
‍Tensile Force: 23-27kg
‍Grip: Karakal X-Gel Grip 2.6mm + antivibration protection (Gel)
‍Overgrip: Wilson Pro Overgrip 0.6mm
‍Antivibrator: Gamma Shockbuster 2

Head Speed MP Legends (2024)

‍Weight/Head: 300g / 645
‍Strings: 16:9 - head hawk touch: monofilament, 1.25mm, 12mm, 17g, 40ft
‍String weight: from factory
‍Balance: 320
‍Handle: 41:8 OR 10.4 OR L1
‍Frame: 23-23-23
Tensile Force: 22-26kg
‍Grip: Head hydrosorb pro 1.75mm
‍Overgrip: None
‍Antivibrator: None

Head Speed Pro Legends (2024)

‍Weight/Head: 310g / 645
‍Strings: 18:20 - head hawk touch: monofilament, 1.25mm, 12mm, 17g, 40ft
‍String weight: from factory
‍Balance: 310
‍Handle: 43:8 OR 11.1 OR L3
‍Frame: 23-23-23
Tensile Force: 22-26kg
‍Grip: Head hydrosorb pro 1.75mm
‍Overgrip: None
‍Antivibrator: None

Head Speed Team

‍Weight/Head: 270g / 677
‍Strings: 16:9 - head lynx: monofilament, 1.30mm, 12mm, 16g, 40ft
‍String weight: from factory
‍Balance: 325
‍Handle: 41:8 OR 10.4 OR L1
‍Frame: 24-24-24
Tensile Force: 22-26kg
‍Grip: Head hydrosorb pro 1.75mm
‍Overgrip: None
‍Antivibrator: None

All my Equipment

Strings:
Babolat VS Touch 1.30 or 1.35mm (natural gut)
Tecnifibre x one biphase (natural gut alternative)
Luxlilon Element (polyester) 1.25mm - [Only horizontal]
Luxilon Alu Power Big Banger 1.25mm - [Don't use]
‍
‍Grip:
Karakal X-Gel Grip 2.6mm + antivibration protection (Gel) - Squash
Gamma Hi-Tech Gel Grip - [Could be]
Head hydrosorb pro 1.75mm - [No more need]
‍
‍Overgrip:
Wilson Ultra Wrap Overgrip 0.4mm
Wilson Pro Overgrip 0.6mm
‍
‍Antivibrator:
Gamma Shockbuster 2

‍Sport Wear:
Nike Court Slam Dri-Fit brown
Nike Court Dri-Fit Advantage Slam baroque brown

‍Shoes:
Nike Zoom GP Challenge 1 (45 размер)

‍Bags:
Wilson Roger Federer Tournament Racquet Bag 15PK
Wilson Super Tour Pro Staff V14 9PK

Poland

ECT

7:00-22:00

Speed Count: No

Open

Mera

24h

Speed Count: Yes

Open

West Tennis

7:00 - 22:00

Speed Count: Yes

Open

Ace Raszyn

6:00-24:00

Speed Count: No

Open

Legia

7:00-23:00

Speed Count: No

Open

Warszawianka

8:00-22:00

Speed Count: No

Open

All Clubs in 1 SaaS

Open

Обурудывание

1) 4 rackets
2) 2-3 grip
3) 5-10 overgrip
4) Cтруны в катушке — если придётся перетягивать на месте.
5) 2-3 Демпферы (Виброгасители) — запасные, легко теряются
6) Рулон клейкой ленты для приклейки грипов
7) Ножницы
8) 2-3 Полотенца
9) Солнцезащитный крем (SPF 30–50)
10) Портативный вентилятор или мини-пульверизатор (жара на харде - ад)
11) Маленький пакет для мокрой одежды
12) Блокнот с записями

Одежда

1) 2 комплекта формы (футболка/шорты или платье) на один день турнира
2) 2 кепки или банданы
3) Носки минимум 4 пары на день (менять после каждого сета)
4) Напульсники 4–6 пар, меняются чаще всего остального
5) Компрессионные тайтсы/рукав
6) 2–3 пары обуви, основная, запасная, иногда рветься подошва
7) Ветровка и длинные штаны, надеть при задержке по дождю или при выходе в вечерний холод
8) Запасные шнурки

Медицина

1) Тейпы
2) Элестичный бинт
3) Элестичный пластырь
4) Охлаждайка
5) Перикись водорода
6) Обезболивающая спрей
7) Ибупрофен/парацетамол - на случай воспалений или боли. В оригинальной упаковке. Ничего вне заводской упаковки - из-за антидопинговых нюансов.
8) Магний в порошке или таблетках - от судорог
9) Массажный мячик или мини-роллер

Питание

1) Бутылка №1: чистая вода - разбавить, полоскать рот, полить голову
2) Бананы 2-3шт - углеводы + психологический якорь
3) Бутылка №2: изотоник (с мерной шкалой) - 750 мл или 1 л - основное топливо и удержание жидкости. 40-60гр/1л. Маленькими глотками.

ПРОФИ Берут
Precision Fuel & Hydration — самый частый выбор в теннисе, потому что у них линейка по концентрации натрия (500/1000/1500 мг/л). SiS, Skratch Labs, Gatorade Endurance, Tailwind.
Maurten - гидрогелевые напитки высокой концентрации, для очень длинных матчей.

Должен иметь сертификацию Informed Sport или NSF Certified for Sport

Очень многие — просто свой порошок: мальтодекстрин + фруктоза + соль, размешанный тренером. Дёшево, точно, без сюрпризов.
‍‍
4) Жевательные конфетки. 1 порция в конце каждого сета, если матч уходит за 1,5 часа.

Это не «мармеладки из магазина», хотя и они работают. Спортивная версия — Clif Bloks, GU Chews, SiS Chews, Maurten Solid — кубики по 8–10 г углеводов, 3 кубика = порция 25–30 г, есть варианты с добавленным натрием и с кофеином. Также можно обычные Haribo.

5) Рассол. Флакон 100–150 мл, только при судороге, 2–3 глотка за раз.

Работает уксусный рассол лучше, чем чисто солевой — кислота и есть действующее начало. Домашний маринованный огурец с уксусом подходит идеально. Малосольные огурцы в чистой рапе — хуже.

Ограничение:
желудок это не любит. Если пить рассол профилактически «чтобы не свело» — получишь тошноту вместо пользы. Только по факту судороги.

Купить в будущем

1) Компрессионные ботинки NormaTec или другие

Design Agency

Ready templates to save time for applications. The key text generation is going through AI Agent but some universal text and endings sometime is also required

Hiring Companies

The main idea: Companies all over the world is looking for designers to hire. So, we are going to purpose our service to those companies by decreasing their purposed salary range on 30%. We are targeting high paying markets like USA, UK, Swiss and Australia where salaries for senior level design services can cost around $100 000 - $200 000

1. Explore Job Boards

We need to focus on companies with shown salary range. Moreover, filter the vacancies by remote opportunity, maximum 1 week ago open position and look for graphic, UI/UX and product design positions. Our main advantages that we can do same job faster and on 30% cheaper.

Ineed

indeed.com

Open

Glassdoor

glassdoor.com

Open

USAjobs

usajobs.gov

Open

linkedin.com

Open

Flexjobs

flexjobs.com

Open

Dice

dice.com

Open

2. Send the Proposal via Cold Email

Email Subject: Cut Costs, Boost Quality - Explore Our Design Solutions!

Dear Mr/Mrs,

Do you want to know how to reduce 30% cost from hiring in-house and get premium designs without the additional costs?

I'm Maksim, founder of “Designer :s Agency”, and I specialize in delivering TOP design solutions in the world.

Let's chat about how we can boost your business together?

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
myvision.fun/designersagency
maxtsrk@gmail.com

Copy

3. Onboarding

In case client agree and need services, he/she will book a call or you will receive an email with filled form. In this case, cold email worked and it's time to start onboarding process.

Startups

The main idea: Startups are got funded everyday, moreover, their products are mainly in MVP(minimal valuable product) stage. So, let's take a piece of their investments and purpose them to improve their products.

1. Explore Startup's Funds

Firstly, we need to find the places or in other words funds which provide investments to the startups. The great example is YCombinator, they post the list of companies that they were funded everyday. Our goal is to look at the contact details of just funded startups and purpose our services to them

YCombinator

ycombinator.com

Open List

Founder Factory

foundersfactory.com

Open List

Nfx

nfx.com

Open List

Alchemist

too long to put here

Open List

Seedcamp

seedcamp.com

Open List

500

500.co

Open List

SOSV

sosv.com

Open List

Plug & Play

too long to put here

Open List

More Soon...

2. Send the Proposal via Cold Email

In the ideal world, we will have a Stripe with automatic payment and will be able to provide a subscription model. At this time, we can use subscription but paying by invoicing based on contract type of collaboration. Text for contract:

Email Subject: Boost your Startup - Explore Our Design Solutions!

Dear Mr/Mrs,

Do you want to have unlimited amount of design tasks with unlimited revisions?

I'm Maksim, founder of “Designer :s Agency”, and I specialize in delivering TOP design solutions in the world.

Let's chat about how we can boost your business together?

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
myvision.fun/designersagency
maxtsrk@gmail.com

Copy

3. Onboarding

In case client agree and need services, he/she will book a call or you will receive an email with filled form. In this case, cold email worked and it's time to start onboarding process.

Google Maps

The main idea: When you open a Google maps you can see that some companies have no websites. Those companies our target audience. We advice find a high paying niche, then it is time to explore ready webflow website templates to choose a few best ones in the niche. Next step will be open USA, UK, Swiss and Australia high paying regions like New York and try to find on a map companies that don't have a website button in the contacts on Google maps. They probably will have a phone or email. So, we contact them, offer a website that they can buy for a $6000 - $10 000. In case they agree, we place in the webflow template their logo and provide to client. Also, take around $200 every month to maintain the website. You can find a details step by step guide below:

1. Choose niche

We need to explore high paying niches that have a physical office or have marked on Google maps.

2. Explore Webflow Templates

We need to find on the webflow a ready to go templates, where we can easily update colors, fonts and images. It is important for adding client's branding in the future

3. Surfing on Google Maps

We open Google Maps and explore high paying regions. Every country/state has an expensive cities, those towns our goal because we can get a higher payment for our work. In this regions we are looking through all companies in our niche and try to find those one who has no "Wensite" button or their website is really bad

4. Contact Client via Email

Despite a bad website or absence of the website, any business should have email or phone number. So, we will send them next email to attract their attention:

If Business HAS NO Website

Email Subject: Website for your business!

Dear Mr/Mrs,

Is your business still operating? I attempted to find your website for reviews while searching for a (YOUR NICHE (sushi restaurant)) in (CITY(New York)) but was unsuccessful.

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
myvision.fun/designersagency
maxtsrk@gmail.com

Copy

If Business HAS Website

Email Subject: Website for your business!

Copy

4. Get Payment

I need to think

Filled Form or Booked Call

We might hear from our clients in 2 ways: Filled form on the website or they directly booked a call in calendar. In case of call, we directly go to the next stage below "First Call" but if client sent a form, then we should send an email where we will ask to book a call with us to confirm the details

Answer to Filled Form

Email Subject: Designer :s Agency - (SERVICE NAME)

Hello,

You've submitted a form on our website. How about to book a call this week where we can discuss the details of you project (around 30 min)?

It will help me to provide you with a more clear proposal. Feel free to use button below to book a call

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
myvision.fun/designersagency
maxtsrk@gmail.com

Copy

First Call (B2B)

The initial call is pivotal in onboarding clients for design services as it establishes rapport, clarifies project goals, and aligns expectations. It sets the foundation for a successful collaboration by fostering mutual understanding and trust. Moreover, it is a first impression that shows the level of your proficiency

Call Script

Hello

Nice to meet you, my name is Max. I am the CEO at Designer :s Agency and the whole communication during our collaboration will be with me. So if you don't mind, the agenda for today's call is next:

Firstly, I have to torture you a bit with questions to get a better understanding about your business and goals that you are trying to achieve through our design services. Then, I will explain the processes and how the whole project will be implemented, and in the end, if you have any questions we can discuss. Are you agree?

Great, then let's start with question:

Thank you! Your submission has been received!

Oops! Something went wrong while submitting the form.

Processes

Amazing, we are finished with questions and it is time to talk about the processes.

Flexible Communication & Task Management

Chat: Google email/Slack/Whatsapp or any other messanger
Calls: Google or Zoom
Task Management: Clickup and Figma comments or I can join your task board/tool

Milestone 0-1

The whole project is divided on milestones. Each milestone will include a time range and list of tasks that should be done. Such document with full scope of tasks is called “Specification of Requirements”. Based on the scope, we complete the tasks and approve it with you accordingly.

Payment

Each of the milestone has a price, so you don’t need to pay full price for a project at once. You can pay per each milestone. The important note here is to protect our side and your side from any issues. Before we start work on milestone, we ask our clients to pay 50% from milestone cost, when tasks are fully done and approved, then client pay another 50% from its cost. In this way both sides are protected.

Feedback Mechanism

During working on the tasks, we are using status badges that show the state of the task (work in progress, need approve, approved and etc). You will also have such statuses in Figma file and in task management tool. Whenever task is done we can have call/chat to approve the task. In case of need some edits, we also can use Figma comments and management tool mechanics. When all tasks in milestone are done and approved, we will prepare files to transfer and expecting second part (50%) payment of the milestone price.

Do have any questions?

Great, then the last but not the least, our next steps

Next steps:

1. I create a proposal with estimations and approximate roadmap of the project
2. I will send you a draft of the contract with full pack of supported documentation
3. In case you agree, we sign the Contract and start work

2. Send the Proposal via Cold Email

Email Subject: Proposal - Designer :s Agency - (SERVICE NAME)

Hello,

I attached for you a pack of documents:
‍- Our B2B Contract (You can sign online)
- Basic Information (main info that we have to be sure we are on the same page)
- Approximate project milestones that we should do to complete the project
- Invoice (attached)
‍
Next Steps:
1. Sign the contract
In case you would like to start collaboration, I would ask you to sign a contract
‍
‍2. Pay Invoice
‍Pay the first 50% of our first milestone for "Alignment phase"
‍
3. Start collaboration
‍After you sign the contract, make a prepay for 1st Milestone, we will setup a call for for "Alignment phase"

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
designersagency.org
best.collaboration.ever@gmail.com

3. Send Confirmation of Collaboration

Email Subject: Confirmation of Collaboration - Designer :s Agency

Hello,

Thank you for your trust! We received the payment and ready to start.

While I'm taking care of organizational steps, like connecting to messengers, creating task management boards and etc. I'm kindly ask you to fill the form before our Alignment call. It will help me to understand your market and business better.

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
designersagency.org
best.collaboration.ever@gmail.com

Other Scenarios

Sometimes, client might forget, answer too long or you have decided to reject, so you can find an email templates how to deal and communicate with clients in such situations

Proposal Reminder

We send it when we have no answer from client over 48 hours.

Email Subject: Proposal Reminder - Designer :s Agency

Hello,

Unfortunately, I didn't hear from you, probably some technical issues. So, I'm duplicating my message with our proposal. Don't hesitate to ask any questions!

DUPLICATED TEXT

I am sending you a pack of documents:
‍- Our B2B Contract (You can sign online)
- Basic Information (main info that we have to be sure we are on the same page)
- Approximate project milestones that we should do to complete the project
- Invoice
- Link to Client Portal (knowledge base about processes and common questions)
‍
Next Steps:
1. Sign the contract
In case you would like to start collaboration, I would ask you to sign a contract
‍2. Pay Invoice
‍Pay the first 50% of our first milestone for alignment phase
‍
3. Start collaboration
‍After you sign the contract, make a prepay for 1st Milestone, we will setup a call for for alignment phase

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
designersagency.org
best.collaboration.ever@gmail.com

Bad Match - Polite Rejection

In some cases, you can feel that the client is too hard emotionally, you didn't like something or unable to make a tasks that clients expect. In this scenario, after a first call we can send a polite rejection email

Email Subject: Designer :s Agency

Hello,

Thank you for taking an interest in working with Designer :s Agency!

After very careful consideration to your expectations and needs of the project, I regret to inform you that, on this occasion, I have decided not to progress your application any further. I wish you the best of luck as you continue your search, and I hope that this won't be the last time we cross paths.

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
designersagency.org
best.collaboration.ever@gmail.com

Alignment Milestone (B2B)

In this phase we are setting up the main assets that will help to manage the project and make sure that both parties come together to ensure that everyone involved is on the same page regarding project objectives, scope, constraints, and expectations

1. Create Assets

• Create in GDrive project folder in "Client" folder
• Add to "Legal" folder in GDrive in "Company" and "Client":
- B2B Contract
- Invoice
- Basic Information about Company
• Figma UX/UI files (Internal and External)
• Figma UI Library (UI Kit/Design System)
• Clickup Board

Don't forget to share access with client to all these assets, except "Internal Figma". Moreover, all Figma templates are presented in "Design Resources"

Duplicate UX File Duplicate UI File

2. Join/Connect

Join/Connect to Slack or any other messenger

3. Discovery Phase

The discovery phase is a crucial stage in the design project lifecycle, specifically focused on understanding the needs, preferences, and behaviours of users. In 2 words - we build logic behind beautiful screens. We are making research and based on it we create a high level sitemap/information architecture

Explore Tasks for Discovery Phase

4. Build a New Roadmap

Based on form from client portal and discovery phase, we need to make a new high level project roadmap. It needed to define basic scope of tasks divide by milestones.

5. Call

This call is an approval stage where we present the main sitemap/information architecture and scope of pages that should be designed

6. Clickup

When Roadmap is approved, it is time to create all tasks in the Clickup and send invitation to the client. Whenever, task is go into a work, we change status and in this way client is able to manage the tasks in real time

Inside in the "Designer :s" folder, create a new list and name it with "Project/Client" name. Place all task related to the project inside of this list. Then through "Share" mechanics send it to the client.

Go to Clickup

UX Milestone (B2B)

The (User Experience) stage is covering the organization & structure of the content and functionality within the product or service to ensure it has an intuitive navigation. Moreover, creation of the wireframes - low-fidelity representations of the user interface, outlining the layout, structure, & content of each screen/page.

1. Create Page by Page

We are going to have a list of different pages. Each page should be build according to "Page Development" process - Phase 1 & 2, and placed in UX Figma file.

Open Page Development Process

2. Call

Whenever the page is ready, it is time for a call to approve the page with client.

UI Milestone (B2B)

The UI (User Interface) phase focuses specifically on the visual design of a product or service

1. Create Page by Page

We are going to have a list of different pages. Each page should be build according to "Page Development" process - Phase 3, and placed in UI Figma file.

Open Page Development Process

1.1. Design System Development

In parallel with pages we fulfill the Design System library with reusable components

2. Call

Whenever the page is ready, it is time for a call to approve the page with client

3. Responsive Design

Whenever the page is approved by client, we start work on responsive design. On the next call, where we are going to approve the next page, we can also approve the responsive design of previous approved page

No Code Development (B2B)

It involves using platform called “Webflow” that allow for the creation of functional applications or digital experiences without writing traditional code

1. Create Page by Page

Firstly, use client's email to create an account in Webflow. In this case it will be easier to transfer rights. Then we are going to recreate different pages from Figma to Webflow. Each page should be build according to the rules of Webflow. You can find all lessons on YouTube or directly in Webflow University.

Explore Webflow University Learn Basics

2. Responsive

Don't forget to work on responsive sections. Each page should be responsive

3. SEO

It is also important to place SEO content in the "Page settings". It will help to make website visible in Google search

3. Setup Website

This stage requires to connect domain, do Google verification, favicons and many other stuff. Please, follow the tasks of the Milestone 6 (Development) according to "Project Milestones"

Open Project Milestones

4. Call

Whenever the page is ready or in the end of the whole development you might have a call with client to approve and walk through online website pages. It is up to the project and client

Alignment Milestone (B2B)

1. Upload All Assets to GDrive

• Add to "Client" folder in GDrive:
- Figma UX file (External)
- Figma UI file (External)
- Figma UI Library (UI Kit/Design System)

2. Transfer Figma Ownership

Inside of each Figma file you should transfer ownership to client. You can do it by click "Share" and near client avatar fina "Can View". Click on it and select "Make Owner". Done

3. Sign Termination Agreement

When we receive the last payment by invoice, we send via email the links to GDrive, link to Termination Agreement and offer to earn with our referral program. After signing by client such agreement, it is officially finish of our collaboration

Email Subject: Termination Agreement - Designer :s Agency

Hello,

It was a pleasure to work with you! As part of the standard procedure, it is essential for both parties to sign the termination agreement to formalize the conclusion of our professional relationship. Please find the link to the termination agreement document below.

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
designersagency.org
best.collaboration.ever@gmail.com

4. Send "Bye" Letter

We politely say goodbye to the client and asking providing a testimonial

Email Subject: Last Step - Designer :s Agency

Hello

I am sending you a pack of documents:
‍- Our B2B Contract (You can sign online)
- Basic Information (main info that we have to be sure we are on the same page)
- Approximate project milestones that we should do to complete the project
- Invoice
- Link to Client Portal (knowledge base about processes and common questions)
‍
Next Steps:
1. Sign the contract
In case you would like to start collaboration, I would ask you to sign a contract
‍2. Pay Invoice
‍Pay the first 50% of our first milestone for alignment phase
‍
3. Start collaboration
‍After you sign the contract, make a prepay for 1st Milestone, we will setup a call for for alignment phase

Best regards,
Maksim Tsarik
CEO at Designer :s Agency
designersagency.org
best.collaboration.ever@gmail.com

Process

Send Design

Hello (NAME),

The (list of tasks/task) is ready for approve. Please, review and tell me - is there anything you would like to add/improve or everything is good?

Looking forward to your reply,
Have a nice day!
Maksim

Client didn't like

Hello (NAME),

Thank you for your honest feedback. I'm so sorry you didn’t like…. Would you mind hopping on a quick call to discuss in details what exactly you’d like to change in the current version? You can also describe in text or record a Loom video. That would help me a lot, to better understand your requirements as I’d like to do my best to provide you with the best result for the job.

Looking forward to your reply,
Have a nice day!
Maksim

Confirmation

Hello (NAME),

Thank you for your reply! I've understood all your requests for this task. So, I'm starting the process of preparing the update, where I’ll consider every point you mentioned.
‍
Have a nice day!
Maksim

Send Update after Edits

Hello (NAME),

Please, take a look at new option. I made sure to take into account each of your comments, and I hope I managed to implement the edits according to your requirements. Please, review and tell me - is there anything you would like to add/improve or everything is good?

Looking forward to your reply,
Have a nice day!
Maksim

Close the Task

Hello (NAME),

Thank you for your feedback. Glad I managed to meet your expectations! Then, I am closing the task.

Have a nice day!
Maksim

Task Out of Our Capacity

Hello (NAME),

As a friendly reminder, (TASK TYPE), unfortunately, is not included in the scope of our services. However, I will think which options I can suggest to you, to help you with this task in the ways available to for my skillset

Have a nice day!
Maksim

Reminders

We Require a Feedback

Hello (NAME),

I hope you are doing well. I understand that you must be very busy these days. Could you please tell me if you managed to look through the latest update for the task? Your feedback with comments would help me understand in which direction I should move further in my work.

Have a nice day!
Maksim

Call Reminder - Client didn't Come

Hello (NAME),

Just a friendly reminder that we had a scheduled call today, and I was waiting for you at the link provided in the calendar invitation. I understand that you may be busy at the moment. If you'd like, we can reschedule the call for another time that works better for you. Please, tell me when are you available. Alternatively, if you prefer, you can also record a quick Loom video and share your comments with me using your voice.

Looking forward to your reply,
Have a nice day!
Maksim

YouTube

Intro

3 iPhone apps that should not be this good.

Copy

3 iPhone apps that will actually save you from a headache.

Copy

3 iPhone apps that feel illegal to know.

Copy

WiseLife

App number two is WiseLife. It's basically the instruction manual for adulthood they forgot to give you in school. It covers everything from finances and health to career, housing, and relationships, with simple, step-by-step guides for real-life situations. And it’s completely free to download, with zero ads.

Copy

App number two is WiseLife. Ever wish someone gave you a guide to being an adult? This app covers everything from understanding your finances to building healthy relationships, with simple, step-by-step guides you can actually follow. It’s completely free to download, with zero ads.

Copy

App number two is WiseLife. Being an adult comes with a lot of things nobody teaches you managing your health, career, housing, finances, and relationships. WiseLife gives you simple, step-by-step guides to help you deal with all of it. It’s completely free to download, with zero ads.

Copy

App number two is WiseLife. Ever found yourself thinking, “Okay, but how am I actually supposed to deal with this?” Just search for a guide on almost any situation you might face as an adult. WiseLife gives you simple, step-by-step instructions you can actually follow. It’s completely free to download, with zero ads.

Copy

AidWise

Second is AidWise. When you have a splitting headache or need first aid, it’s hard to remember what you’re supposed to do. AidWise gives you quick guidance for common health issues and first-aid situations, based on World Health Organization recommendations. It’s completely free to download, with zero ads.

Copy

Second is AidWise. Do you only realize your medicine expired three years ago when you suddenly get sick at 2 AM? Yeah, this app fixes that. It helps you organize your home pharmacy, track expiration dates, and notifies you before your medicines expire. It’s completely free to download and has zero ads.

Copy

Second is AidWise. Do you have a cabinet full of medicine but have no idea what half of those pills are actually for? With AidWise, you save the information once: what the medicine is for, how to take it, its expiration date, and your doctor’s instructions, and always have it with you. It’s completely free to download and has zero ads.

Copy

Second is AidWise. Ever look at a medicine and think, “Wait, what was this supposed to be for?” AidWise lets you organize your medicines by category, so when you have an issue with your skin, head, stomach, or something else, you can quickly find the medicines you have for it. The app is completely free to download and has zero ads.

Copy

Second is AidWise. Have you ever had a health issue that requires specific treatment, but you always forget the symptoms or the medicine you need? This app fixes that. Write down your condition once, along with your doctor’s recommendations and a list of medicines, so you don’t have to pay over $100 again just to get the same information you’ve already received a few times over the years. The app is completely free to download and has zero ads.

Copy

German Council

Next one is German Council. If you want to learn German but hate apps that treat you like a toddler, this is for you. It skips the useless fluff and gives you clear grammar rules to build your own sentences, along with 26 categories of real-life vocabulary where every word includes its correct article. It’s completely free to download and has zero ads.

Copy

Outro

Which of these are you downloading first, tell me in comments.

Copy

Like this if it helped, and subscribe so you don't miss the next one

Copy

Drop a comment on which one you're trying first.

Copy

YouTube Channel

Open

Figma

Open