Mahesh Guruswamy

Well, I think my usual MO is doing a little bit of research upfront with customers because, you know, I have a thousand ideas and like 90% of them could be garbage. Right. That's the thing. That's the thing. So I don't like mobilize my team to go build something. until I have some level of conviction that this is going to work for our customers. So I talk to customers.

I always have a small group of motivated customers who I can go to and ask feedback from. And if directionally the feedback is positive, then you build something which is like an MVP. It's like duct tape and a small thing that you get it out, test it. And if it works, then you release it to the entire world and keep scaling. I don't believe in building the Ferrari and then trying to sell it.

I always have a small group of motivated customers who I can go to and ask feedback from. And if directionally the feedback is positive, then you build something which is like an MVP. It's like duct tape and a small thing that you get it out, test it. And if it works, then you release it to the entire world and keep scaling. I don't believe in building the Ferrari and then trying to sell it.

I always have a small group of motivated customers who I can go to and ask feedback from. And if directionally the feedback is positive, then you build something which is like an MVP. It's like duct tape and a small thing that you get it out, test it. And if it works, then you release it to the entire world and keep scaling. I don't believe in building the Ferrari and then trying to sell it.

I'll like build a Pinto and then see if there's an interest in it and then like scale it up to something much more expensive.

I'll like build a Pinto and then see if there's an interest in it and then like scale it up to something much more expensive.

I'll like build a Pinto and then see if there's an interest in it and then like scale it up to something much more expensive.

I think it comes down to prioritization is what I would say. There's always going to be a thousand different things to do. So as leaders, you have to realize what is most important and figure out what to put it in the top of the list and what to put at the bottom of the list. I think the other dynamic that's playing out, and I know my network will hate me for saying that, is leadership.

I think it comes down to prioritization is what I would say. There's always going to be a thousand different things to do. So as leaders, you have to realize what is most important and figure out what to put it in the top of the list and what to put at the bottom of the list. I think the other dynamic that's playing out, and I know my network will hate me for saying that, is leadership.

I think it comes down to prioritization is what I would say. There's always going to be a thousand different things to do. So as leaders, you have to realize what is most important and figure out what to put it in the top of the list and what to put at the bottom of the list. I think the other dynamic that's playing out, and I know my network will hate me for saying that, is leadership.

Software development is becoming commoditized faster and faster and faster, right? It is not a hard-to-learn skill as it was 10, 15 years ago. And if engineers and product managers and everybody else in tech feels like they have special skills, I think a reckoning is coming.

Software development is becoming commoditized faster and faster and faster, right? It is not a hard-to-learn skill as it was 10, 15 years ago. And if engineers and product managers and everybody else in tech feels like they have special skills, I think a reckoning is coming.

Software development is becoming commoditized faster and faster and faster, right? It is not a hard-to-learn skill as it was 10, 15 years ago. And if engineers and product managers and everybody else in tech feels like they have special skills, I think a reckoning is coming.

That's right. That's right. And I think software teams have aversion to sometimes buying something off the shelf and deploying it. And I actively tell my teams, let's get it out. Let's get feedback and see how it behaves in the market before investing too much time in it. So it's 100% right. I think as long as the US is a consuming economy, it's always going to be, I want stuff today.

That's right. That's right. And I think software teams have aversion to sometimes buying something off the shelf and deploying it. And I actively tell my teams, let's get it out. Let's get feedback and see how it behaves in the market before investing too much time in it. So it's 100% right. I think as long as the US is a consuming economy, it's always going to be, I want stuff today.

That's right. That's right. And I think software teams have aversion to sometimes buying something off the shelf and deploying it. And I actively tell my teams, let's get it out. Let's get feedback and see how it behaves in the market before investing too much time in it. So it's 100% right. I think as long as the US is a consuming economy, it's always going to be, I want stuff today.

I don't want to wait. I think it's always going to be that case.

I don't want to wait. I think it's always going to be that case.

I don't want to wait. I think it's always going to be that case.

Yeah, I'll start with Amazon because I think Amazon had a profound impact on me as a person and as a leader. The secret sauce for Amazon is its leadership principles. So I think everybody looks at the output of what Amazon produces, but the way the teams behave is...