Geoff Charles: belief

Transcript context

…Okay. So it's part of the production engineer's job really just to fix those things. I think where we get to nuances, like user experience improvements, the metric there that I really look at is how many support tickets come in that were due to a customer being confused. So we track that. And if that number is slightly elevated, we're basically saying, "You can't ship any new features, you need to fix these things." And so, yeah, there's just these types of controls, but basically trying to standardize across the teams. This is your percentage of operational burden, this is your CSAT, this is your NPS, and this is the number of customers that are confused. As long as you maintain those metrics, you can do whatever you want. But the moment that these things are under the red, you can't ship new features and you need to revert back to the [inaudible 00:24:03]. Something funny that happened after our post on how Ramp builds product came out, someone on LinkedIn, a product manager, posted half-jokingly that her CEO came to her and every PM CEO came to them after that post. And they're just like, "How do we prioritize velocity? How do we move faster? Look at this, this culture of velocity that Ramp's got, why don't we have that? What do we need to create this culture of velocity?" And I worried a little bit because it creates this additional pressure on product managers that already have a really hard job with already a lot of pressure. So I was like, "Oh, man, we're creating this new pressure that this one company is doing things really well and now everyone has to do it this way." So I guess my question is just, what's your advice to product managers who are getting this push from leaders to move faster as a result of how you guys operate?…

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