Product Roadmap

“Realistically in, in today's AI world, it's very difficult to have, like, a 12 month roadmap to a T. You maybe know how, like, some themes of what you want to build, but ideally, if you have those things, you should just build it, like, right now, because it's…”

“And what it did for me, like, I didn't have to think about product roadmap. I didn't have to even write my product roadmap anywhere cause customers would tell me every single day about the things that matter versus, you know, if they told me like once in the b…”

“What the best roadmaps are lagging indicators or like outputs of alignment. With the team, no matter how small that team is or how big the team is. So they're not connections to your user feedback.”

“Novelty does precede utility, and we have to sometimes remember that when we are planning and prioritizing roadmaps for our products, it's very easy to be reasoning-oriented of what we know the customer is saying they want, as opposed to the things that they'l…”

“For a business like ours, you have to think about your value proposition and who your customer is on the capital side, like a product roadmap. It evolves over time and what your value proposition is on day one and who that value proposition resonates with on d…”

“Until you know whether your product or feature works, you don't actually need all of that. In fact, it muddies the product because it's harder for users to understand what it's for. What I learned at WhatsApp is that it didn't actually make sense to ship every…”

“I think what I would advise is I would do projects I would, even though I'm a product, even though I have a product vision, I would start with trying to make as much projects, and, which would be very customer-led, and frankly, initially, even if I have a road…”

“If we only double down on what users love, and this is what vision-driven teams tend to do, we would not increase the product market fit score, because you're only addressing feedback from the people who already love you. If we only address the objections from…”

“So instead of just talking about features, it's typically talking about features for the first 90 to a 120 days. But after that, we just talk about struggling moments. Because that's the seed for real innovation and basically where new products come from.”

“Features don't get you customers, right? Nobody wants your product for its own sake. Nobody wants to use it. If they could not use your product and do the thing they need to do, they would not use your product.”

“The further out you plan, the more you're making it up. We know this.”

“So the whole point about a roadmap is that it's not designed to be your plan. I think about it as being a prototype for your strategy. What I mean by that is we talk about prototyping all the time in the lean world, and a prototype is essentially a way of chec…”

“Never let the customer write your product roadmap. Let the customer explain the needs and you find out what is the right way to solve it, right?”

“So we don't have a roadmap. So we don't have a, I don't know what we're going to do. Actually, I have no idea what we're going to do eight weeks from now. I just don't know.”

“Don't spend too much of your time and hear the details of exactly what I'm going to do in six months plus until you've got early data coming back.”

“You don't build a product without having a product roadmap, right? And so if you're going to build a company, you've got to have a, like, a roadmap on how you're going to attract the best talent and how you're going to retain the best talent.”

“And listen, this is what we pay people for is to make judgments. We don't pay people to run AB tests. We don't pay people to do boil the ocean analytics on what is the quote right answer. We pay people for their judgment.”