The Ledger, every show

“There's all these interesting debates right now about like, Roles collapsing and product and marketing and so on. And I just really don't see these things as separate. I see product and marketing and, you know, it's the same thing.”

“So is the design phase going away? No, like you still have to do that sort of thinking. And there are many Different tools for doing that sort of thinking.”

“Write specs for humans. I hope most people aren't writing specs for humans any longer.”

“I think the idea that everyone can build is not a moment in time hype cycle.”

“In 24 months, I hope it's like 90%.”

“I think now you're much more looking at, you know, it's like maybe one PM, one designer, two engineers is kind of like, you know, what you need.”

“But I have to say in my role now, I'm not sure that slack actually makes me better at what I do and makes my day better and more effective.”

“I'm a buyer of Anthropic at this point.”

“I think we're going to crack the, like, continuous learning, self-improving. These things, you know, can just be set on a task and given the context and build the memory and are just going to get better on their own for, you know, the majority of tasks that yo…”

“I mean, I think fundamentally a great product leader is a great Storyteller. Someone that is able to understand what the customers actually need, what problem that actually needs to be solved and can form that into a story that is just well understood and well…”

“I think we like, Lean to things like time and productivity when we don't know what the value is, what the true value is.”

“The idea that like you are a designer and therefore you stay in these lanes and you do these tasks and you don't do engineering work or you don't do product work just like doesn't make sense. Like it doesn't work that way.”

“You should use the thing that's going to code it to help you write it because it's going to end up creating a version of that output that is more compatible with what it understands to do the work.”

“I guess I would probably bet on people working at that UX application layer already.”

“We're basically at the point where we're approaching about half.”

“I mean, I guess like TAM expansion that I see is that the number of problems, the number of things that you're able to solve with software and do for people, it's just going to expand.”

“Whether it happens widely in knowledge work, By 20, 26, I think is, you know, I'll take a bet with you on that. Certainly for coding. I think in a lot of places we're already there, right? I mean, you have like the Ralph Wiggum stuff that, that popped up over,…”

“I think we're going to definitely go through a painful period. Wealth inequality in the US is something that I really am concerned, concerned about because it's higher than it's ever been, higher than the Gilded Age, and, ah, that has a lot of very potentially…”

“Many marketplaces live and die by the quality and liquidity and supply. And so why would you know, focus on customers first in the thumbtack perspective and supply is, are the pros, the people that, that you hire? Well, you know, we always just felt that what …”

“If you're a large organization, and you do some performance management process, like, twice a year, and that's how you're gonna evaluate and incentivize people in your zero to one incubator, you've already killed it. It just like, it's the wrong incentive. It'…”

“The company has been around for 15 years and was profitable from day one and continues to be quite profitable.”

“In moments that were like in, in that we're in like today, that can also be detrimental. Right. Cause like the business gets to a certain size. You start getting to kind of like log large numbers. You need to start thinking about, you know, are there other pro…”

“Most people don't know how to do leadership recruiting. And I feel like as I've, you know advanced in my career, like the interviews for some reason, like get easier and actually like evaluate less about like, you know, who I am as a product leader or whatnot.”

“The product insight is that, you know, vanity is Much bigger market than we realized it was as a, you know, latent demand that kind of tapped into.”

“I actually think that this will lead to creativity and certainly like taste standing out more than ever, because I think you're going to have this like flattening where you are going to have a lot of things that just like, oh, you know, here we go. It's this, …”

“I think that your customers are going to build on top of your product is a requirement for everyone. That is serious because customers needs are always nuanced. And I think we're very quickly moving to a world where you're just going to have a lot more bespoke…”

“I think in, in most cases, that's not actually a problem with the model or a problem with the technology. I think it's often a problem with the user experience.”

“The best leader and In the company that, that I have ever experienced is, is Glenn Kelman. Because of not only his ability to empathize and understand the market, but how well he can communicate and describe what we should do and why it matters.”

“In, in the right organizations, even in, in large organizations, advocate for, like, what's best for The team. Advocate for what's best for the organization, even if that means that it puts you at a, you know, particular, you know, difficult moment. If it is a…”

“Like at Thumbtack, we had principles about which sides of the marketplace we wanted to serve In, in which order and kind of when we serve thumbtack, right? So it was customers first, pros second, and then thumbtack last.”

“What kills most projects, most early companies is, is stamina. And I think that you know we all need to work on, you know, kind of being more resilient about kind of like, I remember at Thumbtack, Marco, the CEO, we used to say that it feels like we're running…”

“Growth masks all problems. Like you don't really have an, I think, true understanding of like what is working well and what is not working well when you have like incredible growth.”

“Any product you work on that involves like bits and atoms is exponentially harder than products that just involve bits.”

“At places like Facebook and Google, it's like, it's hard to run an experiment with a hundred people. It's not hard. It's impossible, right?”

“Things like threads and ideas like threads were in that team all of the time.”

“I think there's a few things that the Arc browser is doing that make it hard to get Grammarly to work either on the client or in the browser.”