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"Ryan Singer (Ryan Singer) and his Shape Up method is an incredible system that takes as input 'kludgy, clumsily scaled product org unsure about what to build and how' and delivers as output 'a focused clear thinking set of teams that has a rhythm, a method, and a purpose.”...

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Lenny Rachitsky

385,981 subscribers

127,096 Aufrufe • vor 1 Jahr •via X (Twitter)

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Profilbild von Lenny Rachitsky
Lenny Rachitskyvor 1 Jahr

Some key takeaways: 1. Stop asking “How long will this take?” and start with “How much time is this worth?” Let your time budget drive scope decisions, not the other way around. 2. Invest time in collaborative “shaping sessions” with product, design, and engineering together to define solutions that are technically feasible before committing resources. 3. Work in six-week cycles (or less), as the maximum time frame in which you can effectively see into the future and deliver meaningful results. 4. If a project won’t ship in the allocated time, don’t extend—bring it back to shaping rather than continuing to invest in something you don’t fully understand. 5. Stop breaking projects into tiny tickets created by someone who doesn’t understand the implementation—give teams the whole picture so they own the solution. 6. After project kickoff, have the build team identify just nine major implementation chunks—if they can’t fit the work into nine boxes, it’s not shaped well enough. 7. Shape Up provides the most value when companies reach 30 to 50 people in product and engineering, especially when the founders can no longer be directly involved in everything. 8. The method helps preserve the urgency and clarity of startup-style development while accommodating growth, maintaining a meaningful shipping cadence as teams expand.

Profilbild von FRANK E ELKINS
FRANK E ELKINSvor 2 Jahren

“Within the metaphysical concepts of a point, line, and plane lie the blueprint for constructing roads, bridges, and buildings in the ‘real’ world. In terms of Western thought, the tangible is made possible by the intangible.” (Book II The Power of Three)

Profilbild von Dan Carson
Dan Carsonvor 1 Jahr

@rjs Amazing - so glad @rjs with his experience and insights are getting exposed to a wider audience.

Profilbild von Dean Peters☕
Dean Peters☕vor 1 Jahr

@rjs Listened to the podcast on my bike ride. So timely, especially an age of agentic AI. If we don't learn to more narrowly shape work around appetite, we'll churn & burn on refactoring the past. Then again, I found Shapeup helpful while shaping in clinical trials systems at IQVIA.

Profilbild von Jesse Stanley
Jesse Stanleyvor 1 Jahr

@rjs Having implemented adaptations of Shape Up 3x over now, I can confirm the focus and rhythm that the process outputs. Can’t wait for this episode! 🙌

Profilbild von iamronen
iamronenvor 1 Jahr

@rjs the "Nature of Order" stack of books in the background ... brings a smile to my heart :)

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Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”
4:39

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”

Michael McGuiness

67,106 Aufrufe • vor 2 Jahren

Shaun Clowes (Shaun Clowes) built the first-ever B2B growth team, was the first head of growth at Atlassian, CPO at Salesforce’s MuleSoft and at Metromile, and is currently CPO at Confluent. He also built two Reforge courses (on data PM'ing and increasing retention), and also has a sultry Australian accent 👌 In our conversation, we discuss: 🔸 Why most PMs are bad, and how to fix this 🔸 Why he changed his mind about being data-driven 🔸 Why great AI products are all about the data 🔸 Specific ways to leverage AI in product management 🔸 How to build your B2B growth team 🔸 How to choose your next career step 🔸 Much more Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Enterpret — Transform customer feedback into product growth: 🏆 BuildBetter — AI for product teams: 🏆 Wix Studio — The web creation platform built for agencies:
1:16

Shaun Clowes (Shaun Clowes) built the first-ever B2B growth team, was the first head of growth at Atlassian, CPO at Salesforce’s MuleSoft and at Metromile, and is currently CPO at Confluent. He also built two Reforge courses (on data PM'ing and increasing retention), and also has a sultry Australian accent 👌 In our conversation, we discuss: 🔸 Why most PMs are bad, and how to fix this 🔸 Why he changed his mind about being data-driven 🔸 Why great AI products are all about the data 🔸 Specific ways to leverage AI in product management 🔸 How to build your B2B growth team 🔸 How to choose your next career step 🔸 Much more Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Enterpret — Transform customer feedback into product growth: 🏆 BuildBetter — AI for product teams: 🏆 Wix Studio — The web creation platform built for agencies:

Lenny Rachitsky

35,599 Aufrufe • vor 1 Jahr

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”
2:43

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Startup Archive

17,333 Aufrufe • vor 5 Monaten

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)
1:50

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Startup Archive

36,753 Aufrufe • vor 3 Monaten

Bangaly Kaba (Bangaly Kaba) was head of growth at Instagram, an early growth PM at Facebook, VP of Product at Instacart, and is currently Director of Product at YouTube overseeing a global team working on creator monetization. Bangaly is on multiple boards, has been a growth advisor to dozens of consumer companies, (including Twitter), and rarely talks publicly. In our conversation, Bangaly shares: 🔸 A framework for choosing where to work and what to work on 🔸 Why you need time for “understand work” 🔸 The “adjacent users” theory 🔸 Advice for coaching product managers 🔸 Invaluable lessons and wild stories from his time at Instagram, Facebook, and YouTube 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Some key takeaways: 1. To advance your career, focus on creating impact: impact = skills x environment. a. Environment is everything that enables you to do great work that is outside of your direct control, including: manager, resources, team, scope, compensation, and culture. b. Skills are things that are within your direct control that enable your success: communication (the most impactful), influence/leadership, strategic thinking, and execution. 2. Understanding “adjacent users” can be a key to unlocking new stages of growth. Adjacent users are the next segment of people who can benefit from your product and are showing interest but are not quite converting and retaining how you’d hope. You can identify these users by looking for cohorts showing signals that your product is almost a fit (e.g. signing up) but not quite working (e.g. churning at high rates). For example, at one point, Instacart’s core user base may have been office admins ordering food for their staff, but the adjacent user was a mom of four ordering groceries. The mom of four has very different needs, so it would be important for Instacart to build for those in order to grow into the new segment. 3. Bangaly says to view product management as analogous to coaching a sports team. Just like in sports, not everyone needs to be a star player, but everyone plays a crucial role in achieving success. Similarly, the success of individual team members reflects back on the leader. Investing time and effort into coaching and developing team members not only benefits them but also enhances the leader’s effectiveness in their role. 4. Before executing on a product idea, do “understand work” to truly understand pain points, alternatives, and, ultimately, the best opportunities. Too often, teams have an idea, find some data to justify it, and then start executing. And too often, this leads to failed experiments. Instead, invest time up front in understanding what is happening through things like data instrumentation, data analysis, or talking to users. This translates to “going slow to go fast” because the up-front investment will turn into much higher experiment win rates, especially as lessons compound over time. 5. Use the “Managing Complex Change” framework to diagnose and solve barriers to change in a given team or area. The framework lays out five things a team needs in order to change: a. Vision b. Skills c. Incentives d. Resources e. Action plan If you are missing any one of these, you get a different style of negative outcome, instead of the change you want. For example, having everything except vision causes confusion, and having everything except the right incentives causes resistance. Since these negative outcomes can be felt and observed in the team, you can work backward from them to their cause. Once you know the precise cause, you can solve it to unlock change.
0:59

Bangaly Kaba (Bangaly Kaba) was head of growth at Instagram, an early growth PM at Facebook, VP of Product at Instacart, and is currently Director of Product at YouTube overseeing a global team working on creator monetization. Bangaly is on multiple boards, has been a growth advisor to dozens of consumer companies, (including Twitter), and rarely talks publicly. In our conversation, Bangaly shares: 🔸 A framework for choosing where to work and what to work on 🔸 Why you need time for “understand work” 🔸 The “adjacent users” theory 🔸 Advice for coaching product managers 🔸 Invaluable lessons and wild stories from his time at Instagram, Facebook, and YouTube 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Some key takeaways: 1. To advance your career, focus on creating impact: impact = skills x environment. a. Environment is everything that enables you to do great work that is outside of your direct control, including: manager, resources, team, scope, compensation, and culture. b. Skills are things that are within your direct control that enable your success: communication (the most impactful), influence/leadership, strategic thinking, and execution. 2. Understanding “adjacent users” can be a key to unlocking new stages of growth. Adjacent users are the next segment of people who can benefit from your product and are showing interest but are not quite converting and retaining how you’d hope. You can identify these users by looking for cohorts showing signals that your product is almost a fit (e.g. signing up) but not quite working (e.g. churning at high rates). For example, at one point, Instacart’s core user base may have been office admins ordering food for their staff, but the adjacent user was a mom of four ordering groceries. The mom of four has very different needs, so it would be important for Instacart to build for those in order to grow into the new segment. 3. Bangaly says to view product management as analogous to coaching a sports team. Just like in sports, not everyone needs to be a star player, but everyone plays a crucial role in achieving success. Similarly, the success of individual team members reflects back on the leader. Investing time and effort into coaching and developing team members not only benefits them but also enhances the leader’s effectiveness in their role. 4. Before executing on a product idea, do “understand work” to truly understand pain points, alternatives, and, ultimately, the best opportunities. Too often, teams have an idea, find some data to justify it, and then start executing. And too often, this leads to failed experiments. Instead, invest time up front in understanding what is happening through things like data instrumentation, data analysis, or talking to users. This translates to “going slow to go fast” because the up-front investment will turn into much higher experiment win rates, especially as lessons compound over time. 5. Use the “Managing Complex Change” framework to diagnose and solve barriers to change in a given team or area. The framework lays out five things a team needs in order to change: a. Vision b. Skills c. Incentives d. Resources e. Action plan If you are missing any one of these, you get a different style of negative outcome, instead of the change you want. For example, having everything except vision causes confusion, and having everything except the right incentives causes resistance. Since these negative outcomes can be felt and observed in the team, you can work backward from them to their cause. Once you know the precise cause, you can solve it to unlock change.

Lenny Rachitsky

105,930 Aufrufe • vor 2 Jahren

Mark Zuckerberg on why the Growth Team was one of Facebook’s best inventions “Making it so that we could grow faster was the most important product feature we ended up building for Facebook. The traditional approach to growing and marketing is you have a communications group or marketing team and you buy ads. Sometimes there’s a place for that.. But if you’re actually trying to grow a product, the best levers for doing that are often within the product itself.” He continues: “There’s no magic in the group we’ve built here that other people can’t replicate. It’s just being very rigorous with data and investing in data infrastructure so that you can process different experiments and learn from what customer behavior is telling you.” Mark cites Facebook’s “People You May Know” feature as an example of a critical product growth lever. And his key point is that the best levers for growth are often within your product itself. Facebook’s growth team had a simple framework for growth focused on acquisition, activation, engagement, and virality. They then used this framework to prioritize design experiments and build products. Quickly iterating through these experiments and rigorously measuring what was working (and trying to understand why it was working), helped put the platform on the path to billions of users. Video source: Y Combinator (2016)
1:16

Mark Zuckerberg on why the Growth Team was one of Facebook’s best inventions “Making it so that we could grow faster was the most important product feature we ended up building for Facebook. The traditional approach to growing and marketing is you have a communications group or marketing team and you buy ads. Sometimes there’s a place for that.. But if you’re actually trying to grow a product, the best levers for doing that are often within the product itself.” He continues: “There’s no magic in the group we’ve built here that other people can’t replicate. It’s just being very rigorous with data and investing in data infrastructure so that you can process different experiments and learn from what customer behavior is telling you.” Mark cites Facebook’s “People You May Know” feature as an example of a critical product growth lever. And his key point is that the best levers for growth are often within your product itself. Facebook’s growth team had a simple framework for growth focused on acquisition, activation, engagement, and virality. They then used this framework to prioritize design experiments and build products. Quickly iterating through these experiments and rigorously measuring what was working (and trying to understand why it was working), helped put the platform on the path to billions of users. Video source: Y Combinator (2016)

Startup Archive

46,510 Aufrufe • vor 1 Jahr

Marc Andreessen: Most successful companies started “product first” “There are products that become companies, and then there are companies that come up with a product. One of the interesting things over the years is that many of the most successful technology franchises were products first, way before they ever became companies.” In this talk, Marc gives a few examples: • His team at the University of Illinois worked on the research project that became Netscape for three years before it became a company • Bill Gates and Paul Allen were deep into PCs before there was a software business • Jobs and Wozniak built the first Apple computer as hobbyists • Mark Zuckerberg was running Facebook out of his dorm room before he ever thought of starting a company • Twitter was a side project at the failed podcasting app Odeo Marc believes that this “product becomes a company” template is successful because “it’s a demonstration that the product has to exist. The market needs the product so badly that somebody actually built it and deployed it and you can actually see evidence that people want it before there was an economic motivation to do so.” He contrasts this with the failure cases he often sees when entrepreneurs try to figure out the idea after starting a company. “It’s very easy in that process to fool yourself into believing that there’s a market because you want to find something and you have a very strong motivation to come up with an answer. It’s hard to go through that process for three months and then say, ‘you know what, we can’t come up with any good ideas.’” There are of course there exceptions. Marc gives Hewlett Packard as an example. But that’s more the exception than the rule. As Marc explains: “The moral of the story is it has to be a really good idea. That often will be an idea that is preexisting at the time you decide to start a company. And if it isn’t, be really careful because you’re walking on sharp rocks at that point with a high risk of falling off the cliff into the ocean.” Video source: Stanford eCorner (2010)
1:53

Marc Andreessen: Most successful companies started “product first” “There are products that become companies, and then there are companies that come up with a product. One of the interesting things over the years is that many of the most successful technology franchises were products first, way before they ever became companies.” In this talk, Marc gives a few examples: • His team at the University of Illinois worked on the research project that became Netscape for three years before it became a company • Bill Gates and Paul Allen were deep into PCs before there was a software business • Jobs and Wozniak built the first Apple computer as hobbyists • Mark Zuckerberg was running Facebook out of his dorm room before he ever thought of starting a company • Twitter was a side project at the failed podcasting app Odeo Marc believes that this “product becomes a company” template is successful because “it’s a demonstration that the product has to exist. The market needs the product so badly that somebody actually built it and deployed it and you can actually see evidence that people want it before there was an economic motivation to do so.” He contrasts this with the failure cases he often sees when entrepreneurs try to figure out the idea after starting a company. “It’s very easy in that process to fool yourself into believing that there’s a market because you want to find something and you have a very strong motivation to come up with an answer. It’s hard to go through that process for three months and then say, ‘you know what, we can’t come up with any good ideas.’” There are of course there exceptions. Marc gives Hewlett Packard as an example. But that’s more the exception than the rule. As Marc explains: “The moral of the story is it has to be a really good idea. That often will be an idea that is preexisting at the time you decide to start a company. And if it isn’t, be really careful because you’re walking on sharp rocks at that point with a high risk of falling off the cliff into the ocean.” Video source: Stanford eCorner (2010)

Startup Archive

35,823 Aufrufe • vor 10 Monaten

🎙️ New episode with Daniel Lereya, Chief Product and Technology Officer at monday.com The story of how he and his team realized they were being outpaced by competitors and how that realization completely transformed how they operate—enabling them to build a global powerhouse doing over $1B ARR with 245,000 customers worldwide, including Canva, Coca-Cola, and McDonald's. What you’ll learn: 🔸 How focusing on impact, rather than just shipping features, has transformed the company’s culture 🔸 How they use “traps” (timeboxed deadlines) to drive focus, avoid scope creep, and deliver faster 🔸 How they set seemingly impossible goals, like building 25 new features in one month, to unlock bigger thinking 🔸 Why they decided to launch five new products simultaneously and how it redefined their market positioning 🔸 How sharing all business metrics with the entire company—even during interviews—created a culture of accountability and alignment 🔸 Daniel’s personal journey of navigating impostor syndrome and scaling challenges, and the mental models he uses to stay grounded and effective Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Enterpret—Transform customer feedback into product growth: 🏆 Airtable ProductCentral—Launch to new heights with a unified system for product development: 🏆 Vanta—Automate compliance. Simplify security:
1:17

🎙️ New episode with Daniel Lereya, Chief Product and Technology Officer at monday.com The story of how he and his team realized they were being outpaced by competitors and how that realization completely transformed how they operate—enabling them to build a global powerhouse doing over $1B ARR with 245,000 customers worldwide, including Canva, Coca-Cola, and McDonald's. What you’ll learn: 🔸 How focusing on impact, rather than just shipping features, has transformed the company’s culture 🔸 How they use “traps” (timeboxed deadlines) to drive focus, avoid scope creep, and deliver faster 🔸 How they set seemingly impossible goals, like building 25 new features in one month, to unlock bigger thinking 🔸 Why they decided to launch five new products simultaneously and how it redefined their market positioning 🔸 How sharing all business metrics with the entire company—even during interviews—created a culture of accountability and alignment 🔸 Daniel’s personal journey of navigating impostor syndrome and scaling challenges, and the mental models he uses to stay grounded and effective Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Enterpret—Transform customer feedback into product growth: 🏆 Airtable ProductCentral—Launch to new heights with a unified system for product development: 🏆 Vanta—Automate compliance. Simplify security:

Lenny Rachitsky

61,389 Aufrufe • vor 1 Jahr

Michael Margolis (Michael Margolis) has been a UX research partner at GV for nearly 15 years, and through his hands-on work with over 300 startups has developed a unique approach to helping founders identify their “bullseye customer”—the specific subset of their target market who initially is most likely to adopt their product. In our conversation, Michael shares: 🔸 The step-by-step process of running a bullseye customer sprint 🔸 The most common mistakes founders make when picking their first customers 🔸 Practical tips for conducting effective customer interviews 🔸 The power of “watch parties” in aligning teams around customer insights 🔸 How to apply these methods beyond typical tech startups 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 @Get_Eppo — Run reliable, impactful experiments: 🏆 Paragon — Ship every SaaS integration your customers want: 🏆 Enterpret — Transform customer feedback into product growth:
1:13

Michael Margolis (Michael Margolis) has been a UX research partner at GV for nearly 15 years, and through his hands-on work with over 300 startups has developed a unique approach to helping founders identify their “bullseye customer”—the specific subset of their target market who initially is most likely to adopt their product. In our conversation, Michael shares: 🔸 The step-by-step process of running a bullseye customer sprint 🔸 The most common mistakes founders make when picking their first customers 🔸 Practical tips for conducting effective customer interviews 🔸 The power of “watch parties” in aligning teams around customer insights 🔸 How to apply these methods beyond typical tech startups 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 @Get_Eppo — Run reliable, impactful experiments: 🏆 Paragon — Ship every SaaS integration your customers want: 🏆 Enterpret — Transform customer feedback into product growth:

Lenny Rachitsky

23,141 Aufrufe • vor 1 Jahr

Shopify is wild: - Their core product team bans KPIs - They optimize for churn - They keep multi-year holdouts for every experiment - The product roadmap is driven not by metrics and goals but by intuition, taste, and a 100-year vision from tobi lutke - They now power over 10% of all U.S. e-commerce - Last year's GMV of $235B is equivalent to the economy of Finland I sat down with Archie Abrams (Archie Abrams), VP of Product and Head of Growth at Shopify—where he leads a 600+ person growth org across product, design, engineering, data, ops, and growth marketing—to discuss: 🔸 Why Shopify optimizes for churn 🔸 Why the core product team avoids metrics-based goals 🔸 How they structure their growth team 🔸 Why they keep multi-year experiment holdouts 🔸 The benefits of not having a CMO 🔸 Lessons learned about integrating sales into a product-led growth model 🔸 The power of discounting as a growth lever 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Explo — Embed customer-facing analytics in your product: 🏆 Dovetail — The customer insights hub for product teams:
0:47

Shopify is wild: - Their core product team bans KPIs - They optimize for churn - They keep multi-year holdouts for every experiment - The product roadmap is driven not by metrics and goals but by intuition, taste, and a 100-year vision from tobi lutke - They now power over 10% of all U.S. e-commerce - Last year's GMV of $235B is equivalent to the economy of Finland I sat down with Archie Abrams (Archie Abrams), VP of Product and Head of Growth at Shopify—where he leads a 600+ person growth org across product, design, engineering, data, ops, and growth marketing—to discuss: 🔸 Why Shopify optimizes for churn 🔸 Why the core product team avoids metrics-based goals 🔸 How they structure their growth team 🔸 Why they keep multi-year experiment holdouts 🔸 The benefits of not having a CMO 🔸 Lessons learned about integrating sales into a product-led growth model 🔸 The power of discounting as a growth lever 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Explo — Embed customer-facing analytics in your product: 🏆 Dovetail — The customer insights hub for product teams:

Lenny Rachitsky

240,882 Aufrufe • vor 1 Jahr