Everything Gabe Monroy said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Monroy: Building what customers ask for often yields zero impact
“You listen to customers, you build what they claim that they want, and there's actually no impact on the other side of that.”
Monroy: Products do not need to be painkillers to generate big revenue
“Not every product must be a painkiller to be successful. Candy sells really well. A good example of this is gaming, right? Video games, mobile games on your phone. That's candy, right? It's giving you a quick dopamine hit. Like, you can make a lot of money sel…”
Monroy: Teams must validate designs with customers before writing code
“To understand if you are building candy vitamins or painkillers, you need to take a design first approach where you're out, engaged in market, talking with customers, ideally before you write a line of code.”
Monroy: Azure Container Service initially failed to deliver reliable cluster upgrades
“Customers wanted to hire ACS to upgrade their clusters. They wanted to hire ACS to provide reliability, a reliable infrastructure for them. We weren't fulfilling the job to be done that they had brought to the table, and that was a big problem.”
Monroy: Azure Kubernetes Service was Azure's fastest-growing compute service ever
“At Microsoft, I started Azure's Kubernetes service, which is the fastest growing service compute service in Azure's history.”
Monroy: OpDemand suffered from misaligned UI, marketing, and sales positioning
“Now the problem that we had with OptiMand was we were failing to communicate what we were offering. The UI was candy. The marketing made it feel like a vitamin. AWS made easy is, you know indicative of something that's a nice to nice to have, not a must have, …”
Monroy: OpDemand spent $1M delivering an MVP before getting feedback
“Think about that MVP that we built at OpDemand, right? That cost me about a million bucks to go deliver that. Million dollars. I didn't really have meaningful product feedback until after I had shipped an MVP that cost me a million bucks.”
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