Brian Chesky

We had a product marketing person that's understanding what's the product, how are we gonna market this, why do people actually want this? Those two people have to go together. One reports to Hiroki, it's product marketing, it's more creative. One reports to Dave Stevenson, the former CFO, now Chief Business Officer, and they're really the two parts of the continuum. Then you have a supply person.

We had a product marketing person that's understanding what's the product, how are we gonna market this, why do people actually want this? Those two people have to go together. One reports to Hiroki, it's product marketing, it's more creative. One reports to Dave Stevenson, the former CFO, now Chief Business Officer, and they're really the two parts of the continuum. Then you have a supply person.

The supply person then, based on the business organization, the business model, and the product marketing brief, has to now go get supply. Then they work with International, the third group in the chief business officer at Weirach, to then take that playbook and bring it to all the different countries.

The supply person then, based on the business organization, the business model, and the product marketing brief, has to now go get supply. Then they work with International, the third group in the chief business officer at Weirach, to then take that playbook and bring it to all the different countries.

The supply person then, based on the business organization, the business model, and the product marketing brief, has to now go get supply. Then they work with International, the third group in the chief business officer at Weirach, to then take that playbook and bring it to all the different countries.

And then, of course, the product marketing has their own three-legged stool with design and engineering. But different from other companies where product really directs design – and I don't like that, and I caused a bit of a storm – at a Figma conference. Basically, it got taken a lot of context, and it said I fired all the product managers.

And then, of course, the product marketing has their own three-legged stool with design and engineering. But different from other companies where product really directs design – and I don't like that, and I caused a bit of a storm – at a Figma conference. Basically, it got taken a lot of context, and it said I fired all the product managers.

And then, of course, the product marketing has their own three-legged stool with design and engineering. But different from other companies where product really directs design – and I don't like that, and I caused a bit of a storm – at a Figma conference. Basically, it got taken a lot of context, and it said I fired all the product managers.

And what actually happened was I got rid of the classic product management function. I reassigned the most senior product managers to be product marketers, and I reclassified most of the other product managers as program managers. By the way, most product managers in Silicon Valley aren't actually product managers.

And what actually happened was I got rid of the classic product management function. I reassigned the most senior product managers to be product marketers, and I reclassified most of the other product managers as program managers. By the way, most product managers in Silicon Valley aren't actually product managers.

And what actually happened was I got rid of the classic product management function. I reassigned the most senior product managers to be product marketers, and I reclassified most of the other product managers as program managers. By the way, most product managers in Silicon Valley aren't actually product managers.

They're glorified program managers, but they're not even experts at program management. That's all they're doing. They're making sure the thing ships. That's program management. That's not product management. So this is what we're doing. It's a very, very simple organization, and it's just a continuum of us being functional.

They're glorified program managers, but they're not even experts at program management. That's all they're doing. They're making sure the thing ships. That's program management. That's not product management. So this is what we're doing. It's a very, very simple organization, and it's just a continuum of us being functional.

They're glorified program managers, but they're not even experts at program management. That's all they're doing. They're making sure the thing ships. That's program management. That's not product management. So this is what we're doing. It's a very, very simple organization, and it's just a continuum of us being functional.

Yeah, like I think it's really important to not be dogmatic and say functional is better than the divisional, and I think it really depends on industries. Yeah. I think in tech companies, functional is generally better because you can leverage shared technologies and everyone can row together and you would get economies of scale. And I don't know if in your business you're doing that.

Yeah, like I think it's really important to not be dogmatic and say functional is better than the divisional, and I think it really depends on industries. Yeah. I think in tech companies, functional is generally better because you can leverage shared technologies and everyone can row together and you would get economies of scale. And I don't know if in your business you're doing that.

Yeah, like I think it's really important to not be dogmatic and say functional is better than the divisional, and I think it really depends on industries. Yeah. I think in tech companies, functional is generally better because you can leverage shared technologies and everyone can row together and you would get economies of scale. And I don't know if in your business you're doing that.

But there again, the major downs. OK, here's the here are the two things I said. One, there's really two. There's two benefits to divisional. The first benefit is you can do disparate things. We talked about that, right? So if I want to – I'm just thinking of like an absurd thing. We want to create a podcasting division.

But there again, the major downs. OK, here's the here are the two things I said. One, there's really two. There's two benefits to divisional. The first benefit is you can do disparate things. We talked about that, right? So if I want to – I'm just thinking of like an absurd thing. We want to create a podcasting division.

But there again, the major downs. OK, here's the here are the two things I said. One, there's really two. There's two benefits to divisional. The first benefit is you can do disparate things. We talked about that, right? So if I want to – I'm just thinking of like an absurd thing. We want to create a podcasting division.