Kevan Yalowitz

There is one point that we would be remiss not to touch on here, which is we talked earlier about experienced teams and product teams and how they work together. I would argue that in addition to having great signal, it's really important to have aligned OKRs.

If you don't have aligned goals, if the product team is not incented to reduce support cases and the support team is not incented to ensure that product is aware of what should be on the roadmap based off of the big pain points that are coming up, this will never get fixed. And I know we're going to dive into this, but like

If you don't have aligned goals, if the product team is not incented to reduce support cases and the support team is not incented to ensure that product is aware of what should be on the roadmap based off of the big pain points that are coming up, this will never get fixed. And I know we're going to dive into this, but like

If you don't have aligned goals, if the product team is not incented to reduce support cases and the support team is not incented to ensure that product is aware of what should be on the roadmap based off of the big pain points that are coming up, this will never get fixed. And I know we're going to dive into this, but like

The organizational barriers to AI, the human organizational barriers are probably the biggest bird adoptions that exist today. Right. And it's who solves for that and does so aggressively and proactively. But I think it will probably win in most in most of these segments.

The organizational barriers to AI, the human organizational barriers are probably the biggest bird adoptions that exist today. Right. And it's who solves for that and does so aggressively and proactively. But I think it will probably win in most in most of these segments.

The organizational barriers to AI, the human organizational barriers are probably the biggest bird adoptions that exist today. Right. And it's who solves for that and does so aggressively and proactively. But I think it will probably win in most in most of these segments.

I think it all comes down to customer obsession. Candidly, it does. And you can read all about this in the Everything Store about how this was baked into Amazon's DNA in its early days. But the larger you get, the easier it is to not have every individual be customer-obsessed. Right.

I think it all comes down to customer obsession. Candidly, it does. And you can read all about this in the Everything Store about how this was baked into Amazon's DNA in its early days. But the larger you get, the easier it is to not have every individual be customer-obsessed. Right.

I think it all comes down to customer obsession. Candidly, it does. And you can read all about this in the Everything Store about how this was baked into Amazon's DNA in its early days. But the larger you get, the easier it is to not have every individual be customer-obsessed. Right.

If you're if you're working at a 10 person startup and your sales team sells products to to an end user and they're unhappy with the product, like the entire company is going to know about it and the entire company is going to galvanize around solving that problem. But as organizations grow, it's very easy to, you know, well. We don't, in product, we don't maybe deal with the customers directly.

If you're if you're working at a 10 person startup and your sales team sells products to to an end user and they're unhappy with the product, like the entire company is going to know about it and the entire company is going to galvanize around solving that problem. But as organizations grow, it's very easy to, you know, well. We don't, in product, we don't maybe deal with the customers directly.

If you're if you're working at a 10 person startup and your sales team sells products to to an end user and they're unhappy with the product, like the entire company is going to know about it and the entire company is going to galvanize around solving that problem. But as organizations grow, it's very easy to, you know, well. We don't, in product, we don't maybe deal with the customers directly.

That's either sales or support slash experience, right? And I think regrounding on being customer obsessed probably will be the thing that separates great companies from good companies going forward, especially in the tech space.

That's either sales or support slash experience, right? And I think regrounding on being customer obsessed probably will be the thing that separates great companies from good companies going forward, especially in the tech space.

That's either sales or support slash experience, right? And I think regrounding on being customer obsessed probably will be the thing that separates great companies from good companies going forward, especially in the tech space.

And that's, it sounds like 101, but like it's something that oftentimes gets overlooked.

And that's, it sounds like 101, but like it's something that oftentimes gets overlooked.

And that's, it sounds like 101, but like it's something that oftentimes gets overlooked.

Well, I think to your point, as organizations get larger, there's there become silos and your your internal metrics become what you are primarily focused on. And it's very hard to step back and say at an organizational level, what are we going to measure that is indicative of true customer happiness and customer obsession? And