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← Faster building has not made the PM role go away; it now demands more operational excellence than before.
17 connected korrents · 12 moments from 28 Oct 2011 to 29 Sept 2026.
Everything filed under management
management
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product management
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startups
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team size
Everything filed under design
design Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Faster building has not made the PM role go away; it now demands more operational excellence than before. Faster building has not made the PM role go away; it now demands more operational excellence than before. Last stated 3 weeks ago
10 Sept 2026
MK
Mike Krieger — holds since 2026-09-10 — tap for who they are
Same subject: The industry's promotion ladder took its best product people and promoted them out of doing the work. — tap to centre the map on it The industry's promotion ladder took its best product people and promoted them out of doing the work. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: The usual PM craft still applies, but testing things empirically and moving faster matter more than ever. — tap to centre the map on it The usual PM craft still applies, but testing things empirically and moving faster matter more than ever. Last stated 3 weeks ago
10 Sept 2026
TS
Tara Seshan — holds since 2026-09-10 — tap for who they are
Same subject: It has probably never been a more important time to be a product manager, and great decision-making has probably never mattered more. — tap to centre the map on it It has probably never been a more important time to be a product manager, and great decision-making has probably never mattered more. Last stated 3 weeks ago
10 Sept 2026
RS
Robby Stein — holds since 2026-09-10 — tap for who they are
Same subject: The PM job is expanding, not disappearing: PM, engineering and design are each widening rather than collapsing into one "builder". — tap to centre the map on it The PM job is expanding, not disappearing: PM, engineering and design are each widening rather than collapsing into one "builder". Last stated 3 days ago
29 Sept 2026
LR
Lenny Rachitsky — holds since 2026-09-29 — tap for who they are
Same subject: This is probably the best time to be a product manager, and product managers will probably still be here ten years from now. — tap to centre the map on it This is probably the best time to be a product manager, and product managers will probably still be here ten years from now. Last stated 3 weeks ago
10 Sept 2026
TY
Tamar Yehoshua — holds since 2026-09-10 — tap for who they are
Same subject: AI has accelerated the pace of development but not the pace of business, and that mismatch will become more and more apparent. — tap to centre the map on it AI has accelerated the pace of development but not the pace of business, and that mismatch will become more and more apparent. Last stated 3 months ago
1 Jul 2026
KB
Kent Beck — holds since 2026-07-01 — tap for who they are
Same subject: Even as roles blur, an excellent product manager who can rally multiple teams still adds a lot of value. — tap to centre the map on it Even as roles blur, an excellent product manager who can rally multiple teams still adds a lot of value. Last stated 2 months ago
16 Aug 2026
IS
Ian Silber — holds since 2026-08-16 — tap for who they are
Same subject: Product organizations are probably not investing nearly enough in technical product managers who build the internal factory. — tap to centre the map on it Product organizations are probably not investing nearly enough in technical product managers who build the internal factory. Last stated 3 weeks ago
10 Sept 2026
GC
Geoff Charles — holds since 2026-09-10 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — tap for who they are
Same subject: “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. — tap to centre the map on it “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. Last stated 2 months ago
28 Jul 2026
BS
Blake Scholl — holds since 2026-07-28 — tap for who they are
Same subject: A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. — tap to centre the map on it A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. Last stated 2 months ago
28 Jul 2026
SA
Sam Altman — holds since 2026-07-28 — tap for who they are
Same subject: A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. — tap to centre the map on it A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. Last stated 4 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
At the centre
Faster building has not made the PM role go away; it now demands more operational excellence than before.
Holds Read this korrent →
The industry's promotion ladder took its best product people and promoted them out of doing the work.
Holds
The usual PM craft still applies, but testing things empirically and moving faster matter more than ever.
Holds
It has probably never been a more important time to be a product manager, and great decision-making has probably never mattered more.
Holds
The PM job is expanding, not disappearing: PM, engineering and design are each widening rather than collapsing into one "builder".
Holds
This is probably the best time to be a product manager, and product managers will probably still be here ten years from now.
Holds
AI has accelerated the pace of development but not the pace of business, and that mismatch will become more and more apparent.
Holds
Even as roles blur, an excellent product manager who can rally multiple teams still adds a lot of value.
Holds
Product organizations are probably not investing nearly enough in technical product managers who build the internal factory.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
Holds
“Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now.
Holds
A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero.
Holds
A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds