Public evidence record
Published podcast speaker
Books, apps, and tools
service / likes
“It's a little apocalyptic in nature, but it's absolute fascinating character drama about how people deal with very, very challenging times and what motivates individuals. The other one that I really like is Lioness, which is on Paramount Plus.”
book / recommends
“So two, and both business books. Sorry, I'm going to come across boring. But one is this sort of little bit of an old school book called Crossing the Chasm by Geoffrey Moore. I don't know if other speakers have spoken about this, but it's a book that Geoffrey Moore wrote, and it's a book that really talks about how to get your first product on base. So it's this concept of creating a beachhead. I like that concept. Marketing is something that we don't talk about in enough and product. And then the second one is a book that none of your listeners have actually probably heard of called Leadership and Self-Deception. It's a six-hour audio that I highly recommend. It's a story about a person who has hit a wall and who's getting all this feedback that they don't know what to make of, and it's around their mindset being stuck in a box. That was very powerful when I listened to it in my late 20s. So I encourage all of your listeners to grab that one. It's not one that anyone normally would hit, but it's a fun story. It's a good ride, and I think maybe you'll get something out of it.”
book / recommends
“So two, and both business books. Sorry, I'm going to come across boring. But one is this sort of little bit of an old school book called Crossing the Chasm by Geoffrey Moore. I don't know if other speakers have spoken about this, but it's a book that Geoffrey Moore wrote, and it's a book that really talks about how to get your first product on base. So it's this concept of creating a beachhead. I like that concept. Marketing is something that we don't talk about in enough and product. And then the second one is a book that none of your listeners have actually probably heard of called Leadership and Self-Deception. It's a six-hour audio that I highly recommend. It's a story about a person who has hit a wall and who's getting all this feedback that they don't know what to make of, and it's around their mindset being stuck in a box. That was very powerful when I listened to it in my late 20s. So I encourage all of your listeners to grab that one. It's not one that anyone normally would hit, but it's a fun story. It's a good ride, and I think maybe you'll get something out of it.”
Claim ledger
32 transcript-backed records
01 / recommendation
“It's a little apocalyptic in nature, but it's absolute fascinating character drama about how people deal with very, very challenging times and what motivates individuals. The other one that I really like is Lioness, which is on Paramount Plus.”
02 / belief
“My prediction is the vast majority of people that are listening to this will be in a different job in the next five years because they will either choose to move to something because that company will struggle to stay modern just like we're describing.”
03 / prediction
“" The combination is going to mean, this year I predict in the next 12 to 24 months, we're going to see massive shedding of staffs and then massive rehiring.”
04 / belief
“I think that when we first chatted, it was like in maybe the end of COVID, I think the ZIRP era, as we called it, zero interest free money from investors was just cresting.”
05 / belief
“Change is really hard for us. And I think as humans, we're not really designed to change very easily.”
06 / prediction
“I think that there will be 10 to a hundred times more changes that will be presented to products than ever before, because now the cost of testing something, the cost of changing is going to be much, much lower.”
07 / evaluation
“You work there for six years, you come out, and it feels like you're in a totally different world. So that's why I think the next two years and these changes are so profound, and quite frankly confusing to people.”
08 / prediction
“Product leaders will increasingly get paid and be asked to drive judgment, and then be the tip of the sphere on trying to essentially obsolete everything else through software, through AI, through agents. This is partly why there's a lot of excitement, because just to be very honest with you and you were a PM and I was a PM, most of the stuff that you didn't like doing are the things that AI is really taking a real crack at.”
09 / evaluation
“I think that particularly a lot of the mid-career people, people that are like, let's call it in their 30s, life plays this cruel trick on you where you end up having your best, most energetic years of your career, your power years of career, because you finally have figured out what you're doing.”
10 / evaluation
“It depends what he means by shipping stuff because I think that if you have an engineering team of 50 people building things for your customers and you're like, "Hey, I want to be the 51st because that's how I get leveraged.”
11 / preference
“It's going to be like, "Oh, I was doing it a certain way, and then all of a sudden I built this thing." And oftentimes it's like, "My partner and I use this app that I built," or, "I built a chief of staff app to keep track of my inbox," or, "I now manage the lights in my house using this thing.”
12 / evaluation
“When I started the group five years ago, we had, for the first two to three years, until we got to about 60, 70 people in this community of head of products, we had one founder.”
13 / evaluation
“" I want people, this is an extension of our last conversation, is not only is it in vogue to be hands-on and I see it's kind of a necessity, I need everyone to sort of say, "Look, if everything's changing, it doesn't matter what we've done the past.”
14 / prediction
“As an aside, because of all these changes, I think that in two years, I think there won't be any more bad software.”
15 / recommendation
“So two, and both business books. Sorry, I'm going to come across boring. But one is this sort of little bit of an old school book called Crossing the Chasm by Geoffrey Moore. I don't know if other speakers have spoken about this, but it's a book that Geoffrey Moore wrote, and it's a book that really talks about how to get your first product on base. So it's this concept of creating a beachhead. I like that concept. Marketing is something that we don't talk about in enough and product. And then the second one is a book that none of your listeners have actually probably heard of called Leadership and Self-Deception. It's a six-hour audio that I highly recommend. It's a story about a person who has hit a wall and who's getting all this feedback that they don't know what to make of, and it's around their mindset being stuck in a box. That was very powerful when I listened to it in my late 20s. So I encourage all of your listeners to grab that one. It's not one that anyone normally would hit, but it's a fun story. It's a good ride, and I think maybe you'll get something out of it.”
16 / belief
“As an employee, I think you have almost no recourse because you almost have to start over in terms of it's a new four-year investment.”
17 / belief
“I can go on forever. And what I would say to you is, sometimes even in a 30-minute conversation, walking into the room, just knowing what I know about the person, I can unlock their development area faster than anyone ever before, simply because my secret is, I'll bet you, because of this person's world-class here, these are the three things they're going to hit.”
18 / belief
“I think that I was, as an entrepreneur, very opinionated about using small amounts of information to make decisions.”
19 / belief
“Your story is I think very inspiring because what you did is you said, "I think the thing that I want to do is give, but I want to do it in my own way and I want to create something, but I want to do something that I think I can do for 30 years and I want to do it.”
20 / belief
“I think that that would be my put, because so many of the managers will say, "Hey, I'm an IC," here's a greater one, "I am not being told I have the next job.”
21 / belief
“The third is when you are being impatient. And I think the hardest ones that I think I've worked with is, the highest performers have succeeded because they have set their goals to be more aggressive than what was essentially average achievable.”
22 / belief
“I think feedback from your listeners to me on things they wish I would spend time talking about is incredibly empowering for my content because then I can deliver more meaningful content.”
23 / belief
“I think that you have to put bounds on that. I think that you should have that conversation.”
24 / belief
“I think the counterpoint is, this is the biggest role that you feel like you could get and you have an appetite to sort of learn like, "I'm on the executive team, I'm not going to get that somewhere else.”
25 / evaluation
“I have a pretty strong opinion on this that I think that for 10 years we created the hypergrowth, blitzscaling type phenomenon, and there was a lot of good reasons for that, some of which were just distribution platforms just got so good.”
26 / recommendation
“I don't know if other speakers have spoken about this, but it's a book that Geoffrey Moore wrote, and it's a book that really talks about how to get your first product on base.”
27 / prediction
“I mean, these are real issues. But I think that what I've noticed is that if you kind of break career as we've done in this podcast between sort of act one, act two and act three, if act one is sort of learning and being that sort of builder and then maybe building the car, and then act two is building the factory, act three is like, what's after that?”
28 / evaluation
“I think that many executives are hired because they are to bring expertise of the next phase of organization to this company.”
29 / evaluation
“I think that that model of how do you share the steering wheel, not just say you got it or I got it or I got it for a while, and then I hand it to you is the key question. And then I think that the second miss that people tend to have is they tend to, because they have power, by the way, organizational power, not because they've earned that power, they start managing whatever they define that to be.”
30 / evaluation
“Frankly, it was a critical unlock for me because I was stuck on something for years and I just could not understand how, for me, it was, I was very opinionated about something. And then I realized being loosely held on my opinions didn't mean that I became a weaker executive, but it was my opinions that got me to be so successful and it required me to rewire who I was as an executive.”
31 / preference
“I want that story to be incredibly compelling because whether you promote it or not, that story's compelling.”
32 / preference
“Late stage chief product officer happened to be one of the ones that had some of the most substantial importance to me because of all the coaching I did for that group.”