Public evidence record
Published podcast speaker
Claim ledger
19 transcript-backed records
01 / evaluation
“I built one of the first growth teams at Instacart for about a year and a half in the middle of their acceleration.”
02 / belief
“I believe we are at just around 150 total employees across the whole company right now.”
03 / uncertainty
“I hope that we can help folks there. As to what people can help me with, I don't know.”
04 / belief
“There are ways that I think great PMs use to go faster on this loop, but you still have to do the work.”
05 / belief
“I'd like you to take on a bigger range of problems across all of this growth and not just the modernization piece that I've been working on before." So I think in each of those steps it's about creating trust and knowing that you have a sponsor there, someone who's going to go to bat for you.”
06 / belief
“You need to communicate. That's why I think there's pieces of the loop you can control and pieces that are externalized.”
07 / belief
“On the Reforge platform for experimentation and testing program, which was, yeah, actually, also my first program that I helped lead at Reforge, and I think you were my first guest.”
08 / belief
“I think of this as a loop of learning, and so of course, the percentages change over time as you move more senior in your career, but also, depending on where you're at in the step that the percentages change.”
09 / belief
“I think we did a good job of making the case for why we needed new teams or add more things to drive more impact, but I still took a very product approach to solving activation and monetization expansion type problems.”
10 / evaluation
“" The reason I drum this one home is I feel like this is the mistake I have made now multiple times in my career, and I can't...”
11 / evaluation
“With that, we support, I believe, now 19 total cohort-based programs across product, engineering, marketing, and growth-related topics as well as a bunch of new experiences that we're working on for the coming future here in the next year.”
12 / commitment
“It turns out I don't, and so you have to like that, I think, to do some of this stuff. But I think there are things our platform at Reforge will be able to do for these kinds of offers.”
13 / evaluation
“In general, maybe not, but what's happening, I think, is people are figuring out, "What is my specific knowledge," just to tie the knots back to the thing we started at the beginning, "that because I've taken so many reps at this is actually not easily replaceable in a focused area?”
14 / prediction
“How do we build a win-win situation?" So what we did was we created the Executive in Residence program as a way to help top operators have a transition point, but I think the hypothesis was that most of them would take on the next VP product role, or CPO role, or CMO type role, and what we're finding is that more and more of them are using that space and time.”
15 / evaluation
“" Not only does it help me break in because I have a credential that helps me land that job, and we can talk about why landing your first PM job is so hard, but also, there's not a lot of stuff that one-to-one directly correlates to the work you're going do on a day-to-day basis.”
16 / evaluation
“We're trying to release a film every 18 months." So they really scaled up, and I had been studying computer graphics, and then I was an engineer focused on computer graphics and a little bit of research on that in college, was an intern there, and joined, and just got to see a fun growth period at that company, and really, I think in a lot of ways is the root of why I love doing product management because everything I worked on was at the intersections of interesting creative problems, interesting technical problems, and interesting storytelling problems.”
17 / preference
“I find myself drawn to those kinds of problems, and I think that's one way because then, all of a sudden, CEOs notice what you're working on, heads of product notice what you're working on, and your peers notice what you're working on.”
18 / preference
“I like two stack levels because it's like you should understand your boss's priorities and your boss's boss's priorities.”
19 / evaluation
“The third is related to growth, but I think is slightly different, which is what we call product market fit expansion. So it's not exactly feature work, which is like, "Hey, now that I use your product more, I have this thing I need in order to keep using it because I'm a power seller," those kinds of things.”