Kassen Qian

Honesty & Culture: You build trust, credibility, and respect with the team.

Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence. Bad product managers have lots of excuses. Once bad product managers fail, they point out that they predicted they would fail.

That deep thinking and speed are combined with a substantial amount of user focus and user empathy. And finally, Stripe is a humble and low-entitlement culture .

The Build It stage ends when management and the squad jointly believe that this product fulfills the basic narrative and is good enough to start releasing to real users.

1. Know Your Team's Dunbar Number : Building real relationships both broadly and deeply within the company while not overextending. Engineers should have a keen and current understanding of not only what the work is, but also the decisions behind each product feature. Context is king for cross-functional teams.

Cayman Islands: - The enactment of the Cayman Islands Foundation Companies Law, 2017, introduced a brand-new form of legal entity known as a "foundation company" allowing it to operate like an incorporated trust while retaining the separate legal personality and limited liability of a company. - Unlike a company, the foundation company can be... See more

Features don’t work, in the sense that they can be easily gamed. Behaviour has an advantage over features in that you can describe any feature in terms of behaviour, but you can’t describe behaviour in terms of features.

The biggest risk is building the wrong product - a product that doesn’t delight our users, or doesn’t improve success metrics such as user acquisition, user retention, etc. We call this “product risk". The 4-stage model helps us drive down risk and get products out the door quickly.

You’re a janitor: You do as much of the dirty work as possible so everyone else doesn’t have to (so the team operates more efficiently)