Maria Angelidou

You can have front end components that are ready to grab and so that teams don't reinvent them. And again, there's lack of consistency, right? Right now we're developing really clear tone of voice guidelines. So this is like how the product talks to you across the different surfaces. If it's all consistent, it feels simpler, right?

I think if product was all science, then you wouldn't see so much diversity in outcomes of all these companies that are trying to get to product market fit. And so I definitely think that there is art part of building a product, right? You have to nail the science part of this.

I think if product was all science, then you wouldn't see so much diversity in outcomes of all these companies that are trying to get to product market fit. And so I definitely think that there is art part of building a product, right? You have to nail the science part of this.

I think if product was all science, then you wouldn't see so much diversity in outcomes of all these companies that are trying to get to product market fit. And so I definitely think that there is art part of building a product, right? You have to nail the science part of this.

But I think the most important part of the whole thing is without which you're not going to have breakthrough success is the art part of it, right?

But I think the most important part of the whole thing is without which you're not going to have breakthrough success is the art part of it, right?

But I think the most important part of the whole thing is without which you're not going to have breakthrough success is the art part of it, right?

Yeah.

Yeah.

Yeah.

A lot of people talk about this nowadays, and we are asked to do more with less, and we want to do more with less. Every team is asking the same question, so my teams are actually not different than that. When I push for faster, better results, I often hear back, what do you want us to do? Do you want us to ship faster, or do you want us to ship a better product?

A lot of people talk about this nowadays, and we are asked to do more with less, and we want to do more with less. Every team is asking the same question, so my teams are actually not different than that. When I push for faster, better results, I often hear back, what do you want us to do? Do you want us to ship faster, or do you want us to ship a better product?

A lot of people talk about this nowadays, and we are asked to do more with less, and we want to do more with less. Every team is asking the same question, so my teams are actually not different than that. When I push for faster, better results, I often hear back, what do you want us to do? Do you want us to ship faster, or do you want us to ship a better product?

And my answer to that is, I want both. And I say that not to be difficult. There's definitely a relationship there, and the more time you spend on polishing something, the more polished and crafted that's going to be. But a lot of people miss this point that they assume that everything is operating at an optimal way, at the baseline level. And that's almost never the case.

And my answer to that is, I want both. And I say that not to be difficult. There's definitely a relationship there, and the more time you spend on polishing something, the more polished and crafted that's going to be. But a lot of people miss this point that they assume that everything is operating at an optimal way, at the baseline level. And that's almost never the case.

And my answer to that is, I want both. And I say that not to be difficult. There's definitely a relationship there, and the more time you spend on polishing something, the more polished and crafted that's going to be. But a lot of people miss this point that they assume that everything is operating at an optimal way, at the baseline level. And that's almost never the case.

I'll tell you this story. Recently, I was talking to one of the senior product leaders on my team. This was after I gave them feedback that they could go faster and there was some polish on their products that could be better. We drew this graph on the whiteboard in my office. It was like the x-axis was the speed of execution and the y-axis was

I'll tell you this story. Recently, I was talking to one of the senior product leaders on my team. This was after I gave them feedback that they could go faster and there was some polish on their products that could be better. We drew this graph on the whiteboard in my office. It was like the x-axis was the speed of execution and the y-axis was

I'll tell you this story. Recently, I was talking to one of the senior product leaders on my team. This was after I gave them feedback that they could go faster and there was some polish on their products that could be better. We drew this graph on the whiteboard in my office. It was like the x-axis was the speed of execution and the y-axis was

the quality of the product and the graph was something like this right like the faster the pace the lower the quality the uh you know lower the piece the the the higher the quality and he asked me like do you not think that there is an inverse relationship here and I drew a line that was to the right of that line.