Kassen Qian

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

The solution: Figma's product roadmap doc.

Good product managers err on the side of clarity vs. explaining the obvious. Bad product managers never explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do.

Stripe values quick-thinking, quick-acting people with "taste": if you spend the time and you put a lot of thought into appreciating something, teasing apart what makes it great, and building a thoughtful, opinionated perspective, that’s taste.

How can we understand the different types of value that PMs of different levels bring to the table and use that information to effectively build a PM organization?

" Brian and most everyone at the company is comfortable failing publicly , which I admire. But it’s definitely a challenge for us: figuring out how to be more successful merging that vision-oriented approach with an organizational muscle that helps us reduce failure."

Good product managers think in terms of delivering superior value to the market place during inbound planning and achieving market share and revenue goals during outbound. Bad product managers get very confused about the differences amongst delivering value, matching competitive features, pricing, and ubiquity.