Kassen Qian

I do want to hit mainstream, and I will, but I think I'm more excited about what we’re doing here because it's new soil. We're really planting the seeds of a garden that's gonna prosper.

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.

Problem 2: The need for a central source of truth - A change in plans (whether it was a priority or a launch date) was impossible to coordinate across all of these documents.

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

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.

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.

You’re a coach: Coaches understand that teams are composed of people and the interpersonal relationships between each member determine to a large extent the effectiveness of the team, what it is capable of producing as a unit. PMs too must inspire, motivate and convince their team to fight for Every Single Inch.

Our core philosophy is: We create innovative products while managing risk by prototyping early and cheaply.