Tanguy Crusson
Product Lead, Jira Product Discovery, Atlassian. On 1 show, 1 appearance. The Shows tab opens the full record on each.
operatorexecutive@tanguycrusson ↗LinkedIn ↗atlassian.com ↗
Tanguy Crusson is an Atlassian product leader who incubated and launched Jira Product Discovery from an internal prototype to over 25,000 customers. Across more than a decade at Atlassian, he has specialized in 0-to-1 intrapreneurship, working on products including HipChat, Statuspage, and AI-enabled product workflows.
1shows
1appearances
37statements
4resolved
1supported
0contradicted
25%fully supported
Everything Tanguy Crusson said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Crusson: Slack was pretty much destroyed by Microsoft Teams
“At that point, Microsoft launched Teams, and I don't know if you remember this moment where Slack put an ad in the, I think it was the New York Times, copying the Apple versus Microsoft thing from ages before, going, you know, welcome to the game, welcome to t…”
Crusson: Corporate intrapreneurs must manufacture artificial scarcity to emulate startup urgency
“The thing that we're trying to do when starting new products is to basically emulate a startup in an environment that is not hungry. Like, it's not starving, and so you need to create scarcity.”
Crusson: Any engineer knowing ten customers by name becomes a product engineer
“In my opinion, everyone can be a product engineer. They just need to be exposed to the right user context, and the right user context, what is it? It's 10 customers. You know by name. You know their context. You know their problems.”
Crusson: Internal corporate startups should deliberately keep initial MAU low
“What if you're building an quote unquote internal startup, your monthly active user number should look very low for quite some time up until you know that your product is ready to serve the vast majority of the customers that you want to put it in front of so …”
Crusson: Software teams should never do a full product rewrite
“There's lots of literature around there on should you do rewrites, should you not do rewrites? You ask me now, I tell you never.”
Crusson: Accepting help from internal teams inevitably slows down new products
“The help always comes with condition, and the condition is usually things slow down.”
Crusson: Served as both PM and engineering lead for Jira Product Discovery
“So I decided not to have an engineering leader in the team and to do it myself. So I was the product leader and the engineering leader.”
Crusson: Growing product teams often hide behind formal research and surveys
“As the products grow, you tend to leverage a lot more user research, formal user research, or CSAT surveys, and the way I call it, it's hiding behind research. And not being close enough to the ground with customers.”
Crusson: At Atlassian, a $100M business is merely a good start
“A one hundred million dollar business is a good start, basically. In most companies out there, like a hundred million dollar business is a home run. For us, it's not like that. It's, we're trying to build businesses that, that grow really big and keep growing …”
Crusson: Atlassian bet HipChat could expand from tech teams into business
“Atlassian was successful with a playbook, and the playbook was, we've got people in, like developers or tech or IT, they choose Atlassian apps, they love them, they start to recommend them to people in the business, and we start to see adoption, like bottom-up…”
Crusson: Atlassian targeted tech teams while Slack targeted business teams bottom-up
“Atlassian was going after the users in tech teams. Slack was going after the users in business teams. And in both cases, what happened was a bottom up adoption.”
Crusson: Companies must validate why they succeeded before reusing playbooks
“The other one is what took you here is not going to take you there. And so go back and try to explain why you are successful today. And then if you try, if you think you can use the same thing on the next thing, find ways to validate it, find ways to test it. …”
Crusson: Competitor feature launches reflect research from a year earlier
“Your competitor, like if you think of what they do as an iceberg, like the top side, what comes out of the water is what they've shipped in terms of features, but it's based on all this stuff that they've built in terms of research. An understanding of their c…”
Crusson: Disconnect creative and research processes from competitor tracking
“Now I, whenever I work at, I tend to try and ignore competition other than watching key, like every three months or so seeing what came out, if there's anything we should be worried about, afraid of stuff like that. But Really just try to disconnect all the cr…”
Crusson: Large companies can sustain opportunities longer than individuals can
“That's more like a story of big companies can play the long run, and for you individually, inside that process, it might look like a loss, and you might feel like you're going around, going nowhere, Yet the company stays on the opportunity for long enough to m…”
Crusson: M&A integrations are mostly about people, not technology or vision
“Integrations are mostly about people. They're not about technology as much or product vision or, like, all of that stuff is the easy stuff. The hard part is the people.”
Crusson: Acquired startups face a major operational slowdown before re-accelerating
“Don't expect your business to join and keep running at exactly the same pace, because there's going to be a big slowdown before it accelerates again.”
Crusson: Accelerating Market Entry by One Year Pays for Startup Acqui-Hires
“If we can like enter a market one year earlier, it's probably going to pay the acquisition back on its own.”
Crusson: Rebuilding a High-Traction Product Differs from Tuck-In Rebuilds
“In one case, what you try to do is, so when you rebuild, you've got a successful business. You've got hundreds of thousands of customers, for example, and you're trying to rebuild the same thing or a different thing, but for the same customers that have got ex…”
Crusson: Business cases must articulate an urgent 'why now' trigger
“We need a very strong trigger for why now to go after it. And I did not do a good enough job at articulating this. Why now? Why, why do we have to do this now versus in a year's time, in two years time? And the next team that came in afterwards did a much bett…”
Crusson: Jira Product Discovery hit 8,000 customers within one year
“So anyway, so we launched a year ago, fast forward to today, we've got 8000 customers, amazing CSAT, great traction, it's one of the fastest growing products in Atlassian history, which is great.”
Crusson: Internal 0-to-1 teams must break scale rules without breaking trust
“If you're starting something like this, your teams will need to break a lot of rules. That are established, but they need to be able to do that without breaking the trust of everyone in the organization. The rules were created to support the business at the st…”
Time zone distance shielded early Jira Product Discovery from corporate meddling
“And so there was a lot of the early Success that we had in being able to move super fast that came from being so far that people just did not engage to stop us. And that's why we were initially the group with the fastest speed.”
Crusson: First 10 product users must be proven proxies for target market
“Where we spend most of the time for the Lighthouse, the first 10 Lighthouse users, is to explain why they are the Lighthouse users. Everything that explains why we believe they are a proxy for every customer that we serve afterwards.”
One line per show, most statements first. The link opens Tanguy's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 LENNY'S PODCASTLEDGER | Product Lead, Jira Product Discovery, Atlassian | 1 | 37 | 25% 1/4 | full record on Lenny's Podcast → |