Anton Osika: evaluation

Transcript context

…Awesome. Okay. I want to talk about prioritization. I imagine all these things that I just shared about just how ambitious this mission is, how much you're doing the last piece of software, you must have a bazillion things that people ask you to build that you want to build. What's your approach to deciding what to prioritize and actually build? Just top line? I think identifying what is the biggest bottleneck, what's the biggest problem and iterating fast on saying, "Okay, this is the biggest problem, let's really, really solve that problem." And then picking in the next one and not overthinking, not dreaming out the long roadmap, that's my [inaudible 00:48:41]. There's a very, very simple algorithm. Understanding what is the, mostly the biggest problem is not always a simple problem I think. Yeah, so we spend time as one should on talking to users, reading up on what people are writing. We have the feature board for where people do a lot of requests, as you say. And then when we pick one of the problems, we are quite engineering-led. For a product like ours, it's hard to be have product managers that are not engineers say, oh, this is what we should do now because the right solution to the problem might be entangled in things that are technical details. They might be entangled in technical details of like, "Okay, yes, this is the biggest problem, but we should have this larger technical initiative that's going to solve all of these problems." So it's quite engineering-led compared to many other product companies. As it should. I'd be worried if you guys had a product manager at this point, that wouldn't make no sense right now. I imagine the answer is it's chaos and there's no actual defined process, but just what does it look like generally? What's kind of the cadence you guys operate on? How do you take an idea to build it, spec it, launch it? Just what does that look like if you have something?…

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