Jag Duggal: preference

Transcript context

…Okay. And then going back to this idea of building products people love fanatically, you talked about how there's this the number one principle, and it's going to be on everyone's minds when they're building is build product people love fanatically. Talked about, you index towards if you had to make a decision, we're going to do something people love. Is there anything more you could share about just how you operationalize this? For example, is there design reviews where just you come in, or your head of design comes in like, "Is this helping customers love us fanatically?" What's in the systems and processes of how you operate that allows you to build that other than just cool, everyone has to remember this, this is what we're trying to do. Yeah, we do a few things. And again, I don't want to also overstate that we've achieved some nirvana. We honor many of these things in the breach sometimes, but we have a series of techniques that we've begged, borrowed, stolen from other places, some of which we've invented on our own. But some examples, we love the Amazon mock press release technique. Explain to me before we've put a single engineer on the project, not explain to me actually, explain to the intended customer why they should care. Because if you can't tell me in two paragraphs why the customer you're building this for should care, then there's still work to do. So that's one technique. We do have product and design reviews several times a week where we're asking ourselves that question, why is this great for the customer? Why is this fundamentally different for the customer? How does this redefine the category that we are thinking about on the dimensions of quality, on the dimensions of complexity, on the dimensions of price, and usually on the dimensions of all three of those at the same time? And breaking some of the trade-off constraints that you often wrestle with, and seeing if that's possible, which isn't always possible, but we frequently reach for that and sometimes find it. And then there are other things you do after you've built and launched a product, whether it's alpha, beta, or a later stage. The measurement stuff. And some of your previous guests have talked about product market fit and how do you measure? Actually, it's strange. I was sitting here in Silicon Valley for well over a decade, I landed in Sao Paulo when I first joined Newbank. And the small product team at the time is telling me about this thing called Sean Ellis score. And we recently had Sean visit us in Sao Paulo and talk to all of the product managers and designers. But we are amongst the most fanatical followers of his methodology anywhere in the world. We rarely scale a project, a product we've launched, until we know the Sean Ellis score and we know that it's hit a threshold that we find really compelling. Can you describe the actual score and the approach?…

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