At Stripe, we talk about product “shaping,” ... the process of creating a rough solution to a concrete user problem — it fills the space between the broad strategy and the detailed product specification, or the PRD.

Stripe values quick-thinking, quick-acting people with "taste": if you spend the time and you put a lot of thought into appreciating something, teasing apart what makes it great, and building a thoughtful, opinionated perspective, that’s taste.

There is just the feeling that it should all be exceptional. We should push for an extreme quality bar on all of the fronts.

Stripe and Google both have long-term big visions and optimism about the impact technology can have on people’s lives .

Another thing is a sense of urgency. The company is especially dedicated to moving very, very fast .

One thing that distinguishes Stripe is that it’s an incredibly deep-thinking culture . It’s a written culture really focused on getting to the right answer.

Stripe has a very, very long time horizon. If you know where you’re going over time, you can reason clearly about which specific asks are one-offs vs indicative of emerging trends relevant to many users. We talk a lot about building multi-decade abstractions. That long time horizon comes from the top, and it’s in the culture.

One of our operating principles is “really, really care.” It’s craftsmanship and a huge amount of dedication to getting all of the details right.

We expect every product manager to be actively talking with customers and really spending a lot of time understanding customers. But it’s not just a product management thing. Engineers are expected to be talking with customers as well.