Konrad Niemiec

I think the thing we were trying to do is how can we figure out the minimum thing that we can get users to use and to actually solve problems with. And I think that is the toughest piece, especially coming from large tech companies to a small organization. I was coming from Uber. We have one of the tech leads of Configurator, Facebook's dynamic configuration system on the team.

I think the thing we were trying to do is how can we figure out the minimum thing that we can get users to use and to actually solve problems with. And I think that is the toughest piece, especially coming from large tech companies to a small organization. I was coming from Uber. We have one of the tech leads of Configurator, Facebook's dynamic configuration system on the team.

I think the thing we were trying to do is how can we figure out the minimum thing that we can get users to use and to actually solve problems with. And I think that is the toughest piece, especially coming from large tech companies to a small organization. I was coming from Uber. We have one of the tech leads of Configurator, Facebook's dynamic configuration system on the team.

We have an angel investor, Tom, who was the creator of Flipper at Uber. And if you take a big tech mindset of a roadmap, you're just thinking about lists of requirements and what you might like in the system.

We have an angel investor, Tom, who was the creator of Flipper at Uber. And if you take a big tech mindset of a roadmap, you're just thinking about lists of requirements and what you might like in the system.

We have an angel investor, Tom, who was the creator of Flipper at Uber. And if you take a big tech mindset of a roadmap, you're just thinking about lists of requirements and what you might like in the system.

But really how we thought about it was what is the minimum thing that is going to solve the problems for our users and trying to be as ruthless as possible when it comes to the prioritization. Christina Noren, who's our product advisor, famously says there's no such thing as roadmaps.

But really how we thought about it was what is the minimum thing that is going to solve the problems for our users and trying to be as ruthless as possible when it comes to the prioritization. Christina Noren, who's our product advisor, famously says there's no such thing as roadmaps.

But really how we thought about it was what is the minimum thing that is going to solve the problems for our users and trying to be as ruthless as possible when it comes to the prioritization. Christina Noren, who's our product advisor, famously says there's no such thing as roadmaps.

So I won't exactly use that as my answer to your question, but I do think that we need to be just constantly reprioritizing and trying to figure out what problems are we solving? How can we get the simplest thing into users' hands as possible? And then once you have users...

So I won't exactly use that as my answer to your question, but I do think that we need to be just constantly reprioritizing and trying to figure out what problems are we solving? How can we get the simplest thing into users' hands as possible? And then once you have users...

So I won't exactly use that as my answer to your question, but I do think that we need to be just constantly reprioritizing and trying to figure out what problems are we solving? How can we get the simplest thing into users' hands as possible? And then once you have users...

then you can triage okay are we actually solving those problems and what are they telling us they need what problems are is that solving are those feature requests solving and then trying to prioritize there so at this point we have a forward-looking idea of a roadmap where we have a vision of the company we really think leko

then you can triage okay are we actually solving those problems and what are they telling us they need what problems are is that solving are those feature requests solving and then trying to prioritize there so at this point we have a forward-looking idea of a roadmap where we have a vision of the company we really think leko

then you can triage okay are we actually solving those problems and what are they telling us they need what problems are is that solving are those feature requests solving and then trying to prioritize there so at this point we have a forward-looking idea of a roadmap where we have a vision of the company we really think leko

It's going to change the way people build software and it's going to be much more dynamic and much safer. And it's going to be integrated across the business, taking into account the business needs and defining the product at a high level. But that there's some medium level of a roadmap that I think doesn't really exist for us right now, just because we're constantly reprioritizing.

It's going to change the way people build software and it's going to be much more dynamic and much safer. And it's going to be integrated across the business, taking into account the business needs and defining the product at a high level. But that there's some medium level of a roadmap that I think doesn't really exist for us right now, just because we're constantly reprioritizing.

It's going to change the way people build software and it's going to be much more dynamic and much safer. And it's going to be integrated across the business, taking into account the business needs and defining the product at a high level. But that there's some medium level of a roadmap that I think doesn't really exist for us right now, just because we're constantly reprioritizing.

Getting people who had actually experienced this and have both either felt the problems of missing this kind of tool or folks who have built this kind of thing and solved these problems internally at big tech companies was great. Like relevant experience, I think was important, but that's not the entire team.

Getting people who had actually experienced this and have both either felt the problems of missing this kind of tool or folks who have built this kind of thing and solved these problems internally at big tech companies was great. Like relevant experience, I think was important, but that's not the entire team.