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← Leadership that cares about quality is necessary to prevent product disasters
17 connected korrents · 14 moments from 28 Oct 2011 to 10 Sept 2026.
Everything filed under hiring
hiring
Everything filed under team size
team size
Everything filed under management
management 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: Leadership that cares about quality is necessary to prevent product disasters Leadership that cares about quality is necessary to prevent product disasters Last stated a year ago
14 Sept 2025
DH
David Heinemeier Hansson — holds since 2025-09-14 — 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: Empowered product teams need not just less management but better management, and product leadership is critical to them. — tap to centre the map on it Empowered product teams need not just less management but better management, and product leadership is critical to them. Last stated 3 weeks ago
10 Sept 2026
MC
Marty Cagan — holds since 2026-09-10 — tap for who they are
Same subject: Humility in product people is not a mere personality trait; its absence contributes directly to the root cause of many failed products. — tap to centre the map on it Humility in product people is not a mere personality trait; its absence contributes directly to the root cause of many failed products. Last stated 3 weeks ago
10 Sept 2026
MC
Marty Cagan — holds since 2026-09-10 — tap for who they are
Same subject: Product leaders should obsess a little less about the product they deliver and a little more about the factory that builds it. — tap to centre the map on it Product leaders should obsess a little less about the product they deliver and a little more about the factory that builds it. Last stated 3 weeks ago
10 Sept 2026
GC
Geoff Charles — holds since 2026-09-10 — tap for who they are
Same subject: Quality comes from doing irrational things — half of what you do you did not have to do — and almost nobody is willing to operate that way. — tap to centre the map on it Quality comes from doing irrational things — half of what you do you did not have to do — and almost nobody is willing to operate that way. Last stated 4 months ago
27 May 2026
DR
Dax Raad — holds since 2026-05-27 — tap for who they are
Same subject: The best product leaders are curators rather than visionaries: whose idea the strategy was does not matter, only that it is great and everyone has bought into it. — tap to centre the map on it The best product leaders are curators rather than visionaries: whose idea the strategy was does not matter, only that it is great and everyone has bought into it. Last stated 3 months ago
9 Jul 2026
AM
Adam Mosseri — holds since 2026-07-09 — tap for who they are
Same subject: Headcount does not translate into product quality, and often the opposite: too many people spend their time coordinating, and the idle ones demotivate the rest. — tap to centre the map on it Headcount does not translate into product quality, and often the opposite: too many people spend their time coordinating, and the idle ones demotivate the rest. Last stated a year ago
30 Sept 2025
PD
Pavel Durov — holds since 2025-09-30 — tap for who they are
Same subject: Great companies need bold, hands-on leaders who live and breathe the stuff they make — tap to centre the map on it 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: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. — tap to centre the map on it A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — 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
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
At the centre
Leadership that cares about quality is necessary to prevent product disasters
Holds Read this korrent →
A company needs someone who cares about the outcome above the effort
Holds
Empowered product teams need not just less management but better management, and product leadership is critical to them.
Holds
Humility in product people is not a mere personality trait; its absence contributes directly to the root cause of many failed products.
Holds
Product leaders should obsess a little less about the product they deliver and a little more about the factory that builds it.
Holds
Quality comes from doing irrational things — half of what you do you did not have to do — and almost nobody is willing to operate that way.
Holds
The best product leaders are curators rather than visionaries: whose idea the strategy was does not matter, only that it is great and everyone has bought into it.
Holds
Headcount does not translate into product quality, and often the opposite: too many people spend their time coordinating, and the idle ones demotivate the rest.
Holds
Great companies need bold, hands-on leaders who live and breathe the stuff they make
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first.
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
"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