Kassen Qian

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.

You’re a ghost: You know when to disappear (it's possible to over-PM).

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.

In particular, not all software is a Web app ... We discount the volume of, for instance, embedded systems and one-off infrastructure.

Chesky pushes PMs to always lead with the perfect experience without constraint . "Airbnb has stretched me to think about entire experiences, not just software."

Execution & Impact: You know what needs to be done now and what can wait, and you focus the team on the key priorities. You define progress and impact, measure them, and maximize results.

1. Shipping - The most basic need that a PM satisfies is shipping features. This involves day-to-day tackling of large and small decisions that block the successful release of a new feature.

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.