Kassen Qian

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.

The flow: Think It = figure out what type of product we are building and why. Build It = create a minimum viable product that is ready for real users. Ship It = gradually roll out to 100% of all users, while measuring and improving. Tweak It = Continuously improve the product. This isn't really an end state; the product stays in Tweak It until it... See more

Communication & Visibility: You build relationships that help the team get things done. You ensure the product’s story is told, and understood, internally and externally. You create collateral that can be leveraged by GTM teams.

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

Most PR/FAQs are rejected, and the ones that pass often generate further questions that need to be answered. This is a feature, not a bug. Spending time up front to think through all the details of a product preserves your company's resources to build products that will yield the highest impact for customers and the business.

Provides questions you can ask during a job search to sniff out strong product orgs.

In February of 2021 I put up my first piece, which became one of the first music videos on blockchain. It sold in three minutes and was bought by Jacob, the CEO of Zora. I was like, “Oh my gosh, this is crazy.”

You’re an engineer: companies want PMs who can roll with engineers, speak the same language, grasp the technical concepts (and problems and opportunities) quickly, and by so doing gain the respect and trust of the people actually moving bits around. The best PMs are culturally engineers