The Magic of a Working Session
I'll never forget the magic in our virtual room. I was locked onto my laptop in a remote village in Guatemala, in a proper socratic debate.
Unblocking startups with customer proximity, incrementalism, and deep alignment.
"Vincent is an amazing leader that communicates across the organization and clients effectively in a technical and strategic manner. I have loved working with him and my team has a great level of respect for him. I highly recommend his services."
- Claudia Mirza, RunMyProcess
I'll never forget the magic in our virtual room. I was locked onto my laptop in a remote village in Guatemala, in a proper socratic debate.
Taking real customer pain from discovery interviews and shipping the solution in a few days is true traction. This is "easy" with a solo founder
Harry Stebbings mentions some key ways investor returns are getting crushed in the AI era. On his number one point 'Investment Where the Founder
Your main goal, and you don't yet know it, is to extract clarity. Clarity comes from many places. Your customers pain and desires. Your team that's
And your budget. And your hires. And actually get you traction. I was recently challenged by a founder about how to put together a system for predicting
A great way to make a decision your whole team can get behind: a Pros and Cons list. Identify the folks that have a stake in, or a valuable add to, the
Startups absolutely cannot tolerate toil and hidden agendas of their teams. They cannot tolerate lack of direction. They cannot build what has not been
Treat your engineers like UXR/product and you get beautiful results.
It's my personal experience that you can scale a product launch down to one founder and one product engineer. This is because the product-thinking occurs
When you're getting a feature out on your platform, the size of that work is directly proportional with: the risk of it not going out in time, the cost
A question that might be on some of our minds: "We're looking for enterprise AI because our workload is growing and the team is already stretched." The
Imagine a completely new ICP. A completely new market. You want to serve them in some way - in the best way. And so you don't want to write (or...generate)
The title is as it sounds. It's taking a software engineer and pulling them left. What that means is that they're heading into Product territory. Not
Real agile is about efficiency. So is problem discovery. If you're going to burn time & money, you want to make sure you're doing it for a real reason.
Even making a feature matrix, with features classified as either wedge or table-stakes/parity, is utterly thrilling. Feels like competitive sports.
Spielberg cursed us with his magic and story-telling. I'm not talking about Disclosure. I'm talking about 1989 - his Field of Dreams movie. The whole
Do product and engineering become the same person, or the same team? This will depend on company size and staff. Very small startups can and are rapidly
Continuing on from my previous post about the best relationship in tech, and how it gets product to market fast and accurately - or stalls it completely.
There would be some incredibly bizarre (or perhaps useful) software by 7pm. Jokes aside, this comes from a statement Matt Peacock recently made, while
In a team of individuals where deliverable dates are pretty sensitive, story points can become pretty important; or they're at a minimum useful.
A product manager (or more specifically, a product manager operating as a product owner, but that's another topic) has to interact with an engineering
Having really well thought-out tickets is a powerful lever in the speed of an engineering organization. Developers can efficiently move forward in
I find myself intentionally searching for info from articles that are published prior to, you know, 2022. Maybe even before 2012. Heck, I even print them