Jeff Lash

So when someone says, oh, roadmap or persona or requirements, I learned to not really just, I don't want to say take it at face value, but like, wait, let me see it.

Let me see what it is.

Because again, I've seen lots of different roadmaps.

I've seen lots of different release planes and things like that.

And they...

all might be different to different people.

So I always, you know, when I was, when I've taken a lot of roles where I've taken over existing products, or I did spend about a decade in more of a consulting advising role.

And so, you know, seeing what the team is already doing, seeing what the person's doing is a great way just to understand where they're at, not from a judgmental perspective, but just for a, Hey, let me understand you here.

What are the artifacts you use and how do you document things?

And that helps me understand where,

the context, the industry, the product, but also how they're actually doing product development or doing product management.

I love that.

I didn't see that coming, that little twist there.

That's a great story.

It makes me think of, you know, I think of everything in terms of movies.

White Men Can't Jump, when Wesley Snipes is explaining to Woody Harrelson, no, you can hear him, or you can listen to him, but you don't hear him.

You know, I think it's one way or the other.

And the idea of

You know, hearing someone say something, but not really listening to know that it means something else, like to go a little bit deeper and asking that follow up.

And so much of it is understanding the why.