Mike Hudack

I think that the real art of product, the true thing, is understanding what people want to achieve and helping them achieve that with the minimal amount of work. I think every product team should be probably between six to eight people. Most of those people should be engineers, if possible. One of those people should be a data scientist. One should be a designer. And then I think a PM is optional.

Man, I've basically wanted to build things on the Internet for the entire time that I can remember, even before the Internet. My brother had an Amiga back in the day. He used CompuServe on it, and I just thought it was the coolest thing ever. I think from that point on, I just wanted to make digital things.

Man, I've basically wanted to build things on the Internet for the entire time that I can remember, even before the Internet. My brother had an Amiga back in the day. He used CompuServe on it, and I just thought it was the coolest thing ever. I think from that point on, I just wanted to make digital things.

Man, I've basically wanted to build things on the Internet for the entire time that I can remember, even before the Internet. My brother had an Amiga back in the day. He used CompuServe on it, and I just thought it was the coolest thing ever. I think from that point on, I just wanted to make digital things.

And I dropped out of high school when I was 15 and went to work at a startup and just always wanted to build things on the Internet.

And I dropped out of high school when I was 15 and went to work at a startup and just always wanted to build things on the Internet.

And I dropped out of high school when I was 15 and went to work at a startup and just always wanted to build things on the Internet.

First of all, I think that every founder that I've worked with or for has operated in one way or another in founder mode. I think it's just like the natural thing that people do. You do skip levels, you get involved in the details. Everybody does it. Like, I remember hearing stories about Bill Gates doing product reviews

First of all, I think that every founder that I've worked with or for has operated in one way or another in founder mode. I think it's just like the natural thing that people do. You do skip levels, you get involved in the details. Everybody does it. Like, I remember hearing stories about Bill Gates doing product reviews

First of all, I think that every founder that I've worked with or for has operated in one way or another in founder mode. I think it's just like the natural thing that people do. You do skip levels, you get involved in the details. Everybody does it. Like, I remember hearing stories about Bill Gates doing product reviews

You know, he'd do a product review on Excel and he'd be like, click on that menu, go down five levels. Okay, why is that there? And if you could answer the question, he'd be like, oh, okay, all right, the rest of this kind of looks good. He wasn't like, oh, the person in charge of Excel, just go. You know, he would do a product review. I think it's very normal.

You know, he'd do a product review on Excel and he'd be like, click on that menu, go down five levels. Okay, why is that there? And if you could answer the question, he'd be like, oh, okay, all right, the rest of this kind of looks good. He wasn't like, oh, the person in charge of Excel, just go. You know, he would do a product review. I think it's very normal.

You know, he'd do a product review on Excel and he'd be like, click on that menu, go down five levels. Okay, why is that there? And if you could answer the question, he'd be like, oh, okay, all right, the rest of this kind of looks good. He wasn't like, oh, the person in charge of Excel, just go. You know, he would do a product review. I think it's very normal.

There are founders who are better or worse at doing this at different stages of company. You could be really great at being in this thing that we now call founder mode in a 20-person company. and terrible at it in a 2,000 person company, or the other way around. You might be bad at it at 20 people and great at it at 2,000.

There are founders who are better or worse at doing this at different stages of company. You could be really great at being in this thing that we now call founder mode in a 20-person company. and terrible at it in a 2,000 person company, or the other way around. You might be bad at it at 20 people and great at it at 2,000.

There are founders who are better or worse at doing this at different stages of company. You could be really great at being in this thing that we now call founder mode in a 20-person company. and terrible at it in a 2,000 person company, or the other way around. You might be bad at it at 20 people and great at it at 2,000.

I think it's just like good branding around something that people have already been doing. Do you think it will have more harm than good as an impact? I think that founders who behave badly don't need any additional excuse to do it. Like I think you see it all the time. I think it's... Kind of normal.

I think it's just like good branding around something that people have already been doing. Do you think it will have more harm than good as an impact? I think that founders who behave badly don't need any additional excuse to do it. Like I think you see it all the time. I think it's... Kind of normal.

I think it's just like good branding around something that people have already been doing. Do you think it will have more harm than good as an impact? I think that founders who behave badly don't need any additional excuse to do it. Like I think you see it all the time. I think it's... Kind of normal.

I think that people will now, instead of saying, hey, you know, some version of like, this is my company where I feel really passionate about this thing. They'll say, oh, well, I'm operating in founder mode. But I don't think it's going to lead to like a dramatic increase in bad behavior.