Amol Avasare: belief

Transcript context

…Just putting that out there. Okay. So something that I'm constantly thinking about along these lines is just the future of product PM engineering, how those roles shift over time based on the stuff we're talking about. How are you working together as a triad and where do you see these roles going? What's most going to change, do you think, across these three roles? This is something that we talk about and think about frequently, and the picture changes rapidly. So sometimes when things break, execution, like the bottlenecks break, historically in the past it's like, "Okay, now you need to hire more engineers, you need to hire more designers," et cetera. And it's more just a lifecycle thing of, where is the lifecycle of your team and that specific pod to identify where the bottleneck is? But now when things break, you need to still look at it, of, "Okay, is it the actual ratio or is there also underlying technological shifts that are also causing this to break?" And so that's an interesting thing. I think that smaller companies, if I'm at a 15 or 20-person company, I'm the only PM there working with some designers and engineers, I think in the smaller companies, you'll see probably the biggest blend, where the PM will be doing all sorts of ... They'll be designing, shipping, et cetera, and I think you just have extreme bifurcation. You know, at larger organizations, more scaled organizations, I think the jury is still very much out. You speak to people even internally here, and different people and different teams will have different views of, "Okay, how much are these roles coming together versus how much are these roles going to be separate?" I think that it's not to say even the PMs, number of PMs are shipping, and themselves shipping and pushing PRs, et cetera. But if I look at, okay, across what I'm seeing, I think that it's clear that while PMs and designers are getting more leverage from AI, engineering is getting the most leverage right now. I look at tools like Claude Code, and the amount of leverage engineers are getting from them is higher than, I think the leverage that designers and PMs are getting from them today. Now, this is rapidly also changing, but that to me is my view today. And so if you think about, okay, a default team, which is, say five engineers, one designer, one PM. With Claude Code, that five engineers is two to 3xed. And the PMs and designers have also increased, but now they're managing what is effectively a much larger group of engineers. And so even though the headcount and the org structure hasn't changed, you're now just dealing with a situation of maybe 15 to 20 engineers in the old world, one and a half to two PMs, and maybe one and a half to two designers. And so we're seeing that that's putting a lot of strain on PM and design. And it's not everywhere. I look at teams like Claude Code and I think that, or because that product is so technical, it's probably just the right thing, where the PMs are all basically engineers themselves anyway. But we had a product, like a PM lead on site the other week, and we were all just talking about this where across the board we're feeling this, where PM and design is just squeezed. It's just absolutely squeezed. And we're like, "Is the right thing here, we just need to actually hire a ton more PMs?" where across the board we're feeling this, where PM and design is just squeezed. It's just absolutely squeezed. And we're like, "Is the right thing here, we just need to actually hire a ton more PMs?" And it could actually be where we land. On growth, how I think about it is, one, we are hiring a number of growth PMs. We desperately need people who are very, very good, and we are hiring. So if you are excited by what we're doing and you know growth, please feel free to apply. Would love to chat and-…

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