Amol Avasare: belief

Transcript context

…Yeah. And I think there's also an element of shipping to learn, building a prototype so that you can have a better opinion. A lot of people talk about just, "I'm just going to try three things, see how it goes and that'll help inform the roadmap." This is now the PRD, is look at it instead of talking about it. So there's a lot of value there still. That's very true. I think that's a great point. So even for me now where we've got number of PMs, we've got many engineers, there are certain times when I'm like, "I want to articulate the idea I have in my head." It's just better for me to prototype it and show it. Right? So I think that is really important. And then we are very scrappy. So we're a big company by name, valuation, but we're extremely scrappy, and just the focus internally is just minimize bureaucracy and just go. And so probably 70%, maybe 60, 70, 80% of what we ship does not have a PRD. I'm averse to PRDs. I think I just hate documentation. I'm just like, "Go, go, go. Just cut the blockers." 20, 30% of stuff where it's like, it's important, it's really important to get right. The documentation should be really good and that people should spend a lot of time on it. But by and large, I think PRDs are just outdated at this point, and you can just kick things off with a good team without needing to do that sort of thing. Say more about that. What do you do to help make sure, because people can build so fast, or spend a lot of time going in the wrong direction, ship things that are not what you're asking? How do you kick off a project and clarify, "Here's what we're doing"? Is it just a conversation or is there anything beyond that?…

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