Maria Angelidou

And so as a leader, you have to reward both and you have to overcompensate for the fact that the latter is harder.

Yeah.

Yeah.

Yeah.

Yeah.

Yeah.

Yeah.

No, I think that's more of an exception. Typically, you learn and get signals throughout the development process. As you discover, as you test different options, as you iterate, you're going to gradually come to a picture of whether the product is a hit or not. In the vast majority of cases, it's over a period of time.

No, I think that's more of an exception. Typically, you learn and get signals throughout the development process. As you discover, as you test different options, as you iterate, you're going to gradually come to a picture of whether the product is a hit or not. In the vast majority of cases, it's over a period of time.

No, I think that's more of an exception. Typically, you learn and get signals throughout the development process. As you discover, as you test different options, as you iterate, you're going to gradually come to a picture of whether the product is a hit or not. In the vast majority of cases, it's over a period of time.

Ideally, you start thinking about and discovering your second product one to two years before you need to have results in the market because it takes time to build a successful product. And so if you are a company with just one product and you hit product market fit and you're growing, it's all going great.

Ideally, you start thinking about and discovering your second product one to two years before you need to have results in the market because it takes time to build a successful product. And so if you are a company with just one product and you hit product market fit and you're growing, it's all going great.

Ideally, you start thinking about and discovering your second product one to two years before you need to have results in the market because it takes time to build a successful product. And so if you are a company with just one product and you hit product market fit and you're growing, it's all going great.

That's the time where you start thinking about, okay, when should I introduce the next product? And if it's in another year or two, you start at that point.

That's the time where you start thinking about, okay, when should I introduce the next product? And if it's in another year or two, you start at that point.

That's the time where you start thinking about, okay, when should I introduce the next product? And if it's in another year or two, you start at that point.

Like you said, there are actually really simple playbook. There are three categories, like you said. There is new products that you can be spending your capacity on. And as part of that, I would include any big bets ideas, right? There's the existing products and improving their quality, either optimizations or step change improvements.

Like you said, there are actually really simple playbook. There are three categories, like you said. There is new products that you can be spending your capacity on. And as part of that, I would include any big bets ideas, right? There's the existing products and improving their quality, either optimizations or step change improvements.

Like you said, there are actually really simple playbook. There are three categories, like you said. There is new products that you can be spending your capacity on. And as part of that, I would include any big bets ideas, right? There's the existing products and improving their quality, either optimizations or step change improvements.

And then there is, if you have existing products already, your company with multiple products already, There's obviously maintenance of those products, also known as KTLO, and internal productivity. Those are the three major categories of investment. If you are a company that has already multiple product lines and you have hundreds of millions in revenue,