Ryan Singer: belief

Transcript context

…I imagine this latter bucket is who you mostly work with, the kind of companies that bring you in. It's been a lot of the folks who still remember what it was like to be fast and they're kind of newly too big and they don't like being slow. I've had a lot of that. I think that your intuition is right. That the market for the last category is the biggest, but it's hard to reach them. It's not easy to talk about these things. These are sensitive topics. Do you know what I mean? Like, "Our engineering team isn't shipping," and it's happening at leadership level. There's a ton of complaints happening deeper in the org, but nobody down in the org can change anything. At the end of the day, it's actually the interface at the executive level of being able to say, "How are we using our time? We have to change something." To make it even more concrete in that first bucket, what's the size of org that you find is most in need of this? It's like, "How many engineers?" Or is it like when they hire the first PM? Like what's kind of the-…

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