The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 15 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Storonsky: Products should not fund downstream features until onboarding is optimized
“Until we've got a really good funnel that is obviously meets all the requirements that we have to meet, there's no point spending money on everything that comes after it. You need to have that top of funnel. You're just leaving money on the table.”
Gibson: Raw problem-solving skills matter more than product frameworks
“I personally believe a lot more in raw skills than I do in people who've learned frameworks.”
Gibson: High performers won't spend days on interview take-home assignments
“Very high performing people tend to not want to dedicate two days of their life to solving a problem, and so you have to make sure it's something reasonable. So we do use them, but I would say in a limited way.”
Gibson: B2B customer needs usually have consensus, simplifying product decisions
“In most cases, what customers want, there tends to be consensus across a lot of customers. It tends to feel, particularly on B to B, relatively straightforward to know what to do.”
Gibson: High-performing candidates readily identify past career mistakes
“I like to ask people what their biggest mistakes were in their career, and people who I think are good tend to have a lot of mistakes, and they can identify at various stages all sorts of things that they would have done differently, and that's because you wan…”
Gibson: Top candidates make quick decisions and navigate ambiguity well during offers
“How good people tend to handle it. They have a good idea from the outset, what they want and what criteria need to be met. And they make kind of decisions quite quickly. They're also willing on some level to deal with ambiguity.”
Gibson: Double down on proven growth playbooks instead of hiring total overhaulers
“And what you end up finding kind of six months, 12 months later is actually the way you were doing it before that got you all that growth before was a great way to do it. And you should Probably just sort of double down on that and put more weight behind that …”
Gibson: Teams should limit focus to a maximum of five goals
“I don't think you should have any more than five goals at once. I think if you do, it starts to become too confusing. You're trying to optimize in too many different directions. So we try and keep it three to five per team.”
Gibson: Target 70 to 80 percent goal attainment to ensure ambitious targets
“When you set goals, if you're always hitting a hundred percent of your goal, then you're probably not setting the right goals. If you're only ever hitting five percent of your goals, you either got a terrible team or you're not saying the right goals. So rule …”
Gibson: New Hires Over-Index on New Ideas Over Execution
“One thing that people do when they join a company is sometimes they try and rely too much on I'm going to bring completely new ideas rather than executing on what the team really need them to get done. I would say a lot of our time goes into, we just need to e…”
Gibson: Product trade-offs should be evaluated using a single metric like gross profit
“We try and denominate the different ideas in terms of the impact they can have on those goals. So let's say gross profit is your ultimate goal. You should be able to do some pretty basic calculations on should you build your new, let's say localized tax featur…”
Gibson: High Proportions of New Hires Dilute Product Velocity
“You cannot keep velocity going with a lot of new, because people need time to learn, right?”
Gibson: Global business banking products fail to scale without localized features
“Business banking, a bit like on the retail side, you need to have a product that properly works in a given country. Maybe that sounds obvious, but we kind of assumed that you could continue to scale just having these global features that work everywhere and ac…”