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 5 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
Peter: Explaining deprioritization to CEOs is more critical than explaining prioritization
“Most founders are going to have the big idea to start the company, and they're going to have many ideas that are all top priorities, and so I think it's the job of the VP of product to be able to not just prioritize those ideas but really do the analysis and g…”
Peter: Enterprise design should sit within product due to shared goals
“I think in an enterprise, ah, organization where you have a different buyer and a different end user, you might have like four, you know, three, four percentage you work with. I think it's okay for design to be nested within product because you really have the…”
Peter: Direct customer interaction makes engineering trade-off discussions significantly easier
“Complete a hundred user research activities per quarter, and then engineers either spend a day with support or they do three sales calls. And the reason I'm, the reason I think this actually has a lot to do with process is that you know, everyone has these lik…”
Peter: PM candidates should submit sample PRDs to prove goal clarity
“We ask of designers to see their portfolio. We ask of engineers to do a code exercise, but we don't really ask anything of product managers. And so, you know, I think asking to see a requirements document or any, you know, if they're, you know, senior person p…”
Peter: Product leadership rests on conductor, communicator, and coach roles
“I'd say that there are probably like three roles within the VP of product. So the conductor, the communicator, and the coach. I call these like the three C's of product leadership. And what that means is like, as a conductor, you're, you know, the product is y…”