Jeff Lash

Like, hey, if I can improve this by 10%, if I can get this experience, this error experience, 20% of the way to the mean conversion rate, things like that.

It really shaped the way that I went from being that webmaster with my SQL and active server pages and Microsoft log file analyzer and all that into truly designing things, mapping out flows and running usability tests or certainly having people do it for me.

It was a huge change.

you talk about

moving into different organizations over your career.

You've had to do that.

You've done that a bunch of times.

When we think about product management, we always think about product roadmaps, things like that.

How dangerous is it really for organizations just to rely on things like a roadmap or pure reports?

And when you do join a new company, what are some of the signals that you look for to say, do these guys really know what they're doing?

Or do they know what their customers think?

Or do they just think they know what their customers think?

I think one of the things that my background in UX taught me and has really helped me a lot in product management is really to ask follow-up questions.

So for example, if someone says, I have a roadmap, rather than me in my head picturing what I think is a roadmap and assuming that's what they have, ask like, great, can I see that roadmap?

Because roadmaps is a great example.

I've seen hundreds of different roadmaps.

And some of them are things I would not label as a roadmap, right?

So I don't really care what someone calls it.

To me, it's what is it?

What does it look like?