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← Great companies need bold, hands-on leaders who live and breathe the stuff they make
17 connected korrents · 15 moments from 14 Jul 2018 to 20 Sept 2026.
Everything filed under product management
product management
Everything filed under management
management
Everything filed under startups
startups
Everything filed under team size
team size 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: Great companies need bold, hands-on leaders who live and breathe the stuff they make Great companies need bold, hands-on leaders who live and breathe the stuff they make Last stated a year ago
22 Sept 2025
DH
David Heinemeier Hansson — holds since 2025-09-22 — tap for who they are
Same subject: The best leaders don't just fit into an existing company culture — their own skills and behavior actively define what that culture is. — tap to centre the map on it The best leaders don't just fit into an existing company culture — their own skills and behavior actively define what that culture is. Last stated 5 years ago
1 Mar 2022
GB
Gibson Biddle — holds since 2022-03-01 — tap for who they are
Same subject: A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. — tap to centre the map on it A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. Last stated 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: Employees follow what their leaders actually do, not what they say to do. — tap to centre the map on it Employees follow what their leaders actually do, not what they say to do. Last stated 11 months ago
17 Oct 2025
JE
Jason Evanish — holds since 2025-10-17 — tap for who they are
Same subject: It is essential to build an organization that can absorb spiky, unconventional talent. — tap to centre the map on it It is essential to build an organization that can absorb spiky, unconventional talent. Last stated 2 weeks ago
20 Sept 2026
PS
Peter Sellis — holds since 2026-09-20 — tap for who they are
Same subject: A company needs someone who cares about the outcome above the effort — tap to centre the map on it A company needs someone who cares about the outcome above the effort Last stated 2 years ago
19 Mar 2025
DH
David Heinemeier Hansson — holds since 2025-03-19 — tap for who they are
Same subject: It is rare to find one person who is great at every dimension of team leadership. — tap to centre the map on it It is rare to find one person who is great at every dimension of team leadership. Last stated 2 years ago
21 Jul 2024
BK
Ben Kuhn — holds since 2024-07-21 — tap for who they are
Same subject: A company should define what great looks like for its own role rather than borrow another company's definition. — tap to centre the map on it A company should define what great looks like for its own role rather than borrow another company's definition. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: A company needs both a flat inventive team and a large operational one, and the leader's real job is the relationship between them. — tap to centre the map on it A company needs both a flat inventive team and a large operational one, and the leader's real job is the relationship between them. Last stated 5 months ago
26 Apr 2026
ES
Evan Spiegel — holds since 2026-04-26 — tap for who they are
Same subject: "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. — tap to centre the map on it "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: A company should hire a product manager only against a specific need, never by default. — tap to centre the map on it A company should hire a product manager only against a specific need, never by default. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A company that looks to its users as though it has stopped shipping is usually widening its market, and grinding through that is worth it. — tap to centre the map on it A company that looks to its users as though it has stopped shipping is usually widening its market, and grinding through that is worth it. Last stated 2 years ago
23 Mar 2025
RV
Rahul Vohra — holds since 2025-03-23 — 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
Great companies need bold, hands-on leaders who live and breathe the stuff they make
Holds Read this korrent →
The best leaders don't just fit into an existing company culture — their own skills and behavior actively define what that culture is.
Holds
A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company.
Holds
Employees follow what their leaders actually do, not what they say to do.
Holds
It is essential to build an organization that can absorb spiky, unconventional talent.
Holds
A company needs someone who cares about the outcome above the effort
Holds
It is rare to find one person who is great at every dimension of team leadership.
Holds
A company should define what great looks like for its own role rather than borrow another company's definition.
Holds
A company needs both a flat inventive team and a large operational one, and the leader's real job is the relationship between them.
Holds
"Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work.
Holds
A company should hire a product manager only against a specific need, never by default.
Holds
A company that looks to its users as though it has stopped shipping is usually widening its market, and grinding through that is worth it.
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