Kassen Qian

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

I initially did this solely for monetary gain. But then when I started getting deeper into it, I found community. I met real dope people that were really there for me. I found newer forms of creativity that I didn't even think I had. I feel like being a community leader is a creative to a great extent as well. And that changed my whole outlook on... See more

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.

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.

3. Strategic - You have PMF and a 2-3 year runway. Your Strategic PM, usually director level or VP level, will take your company's overall long-term vision and lay out the pathways that pave your way towards that. These pathways involve major decisions that could alter the company's future.

Conceptual integrity makes the product both easier to develop and easier to use, because this integrity is communicated to both the development team and the user, through the product.

But an orientation toward storytelling and vision can sometimes cause challenges with execution : The only new product launch that succeeded was Airbnb.com. Every other big launch over the last eight years has actually been a complete flop.

You can ship product like Figma, with this Coda doc