Mike Hudack

didn't understand expectations properly.

didn't understand expectations properly.

didn't understand expectations properly.

Move fast, like ship fast, get an early win. You know, and I think this is like good advice for everyone. Every role. Put some points on the board.

Move fast, like ship fast, get an early win. You know, and I think this is like good advice for everyone. Every role. Put some points on the board.

Move fast, like ship fast, get an early win. You know, and I think this is like good advice for everyone. Every role. Put some points on the board.

I think great PMs combine deep intuition about people and markets with great product taste, great design taste. They don't need to be great designers, but they need to understand it and be able to tell you, oh, that's good, that's bad. Together with

I think great PMs combine deep intuition about people and markets with great product taste, great design taste. They don't need to be great designers, but they need to understand it and be able to tell you, oh, that's good, that's bad. Together with

I think great PMs combine deep intuition about people and markets with great product taste, great design taste. They don't need to be great designers, but they need to understand it and be able to tell you, oh, that's good, that's bad. Together with

a deep understanding of engineering, or at least the ability to operate with engineers and have respect, together with an understanding of the company's context and what it needs to accomplish. Does it need to grow? Does it need to be profitable? Does it need profitable growth? All of these things. And if you don't have all of those things, I think it's very hard to be a good engineer.

a deep understanding of engineering, or at least the ability to operate with engineers and have respect, together with an understanding of the company's context and what it needs to accomplish. Does it need to grow? Does it need to be profitable? Does it need profitable growth? All of these things. And if you don't have all of those things, I think it's very hard to be a good engineer.

a deep understanding of engineering, or at least the ability to operate with engineers and have respect, together with an understanding of the company's context and what it needs to accomplish. Does it need to grow? Does it need to be profitable? Does it need profitable growth? All of these things. And if you don't have all of those things, I think it's very hard to be a good engineer.

And I think the thing that is not always obvious is just deep intellectual honesty. You need somebody who is willing to say from the first instance, I don't know the answer to that. I'm gonna go figure it out. When were you not intellectually honest with yourself? Many times, you know, it's a failure mode you can fall into when you are in love with the thing that you are building or have built.

And I think the thing that is not always obvious is just deep intellectual honesty. You need somebody who is willing to say from the first instance, I don't know the answer to that. I'm gonna go figure it out. When were you not intellectually honest with yourself? Many times, you know, it's a failure mode you can fall into when you are in love with the thing that you are building or have built.

And I think the thing that is not always obvious is just deep intellectual honesty. You need somebody who is willing to say from the first instance, I don't know the answer to that. I'm gonna go figure it out. When were you not intellectually honest with yourself? Many times, you know, it's a failure mode you can fall into when you are in love with the thing that you are building or have built.

You really, truly believe in it deep down. And you look at the data and you say to yourself, oh, well, just one more iteration. I just got this wrong. Oh, I got to do this or that.

You really, truly believe in it deep down. And you look at the data and you say to yourself, oh, well, just one more iteration. I just got this wrong. Oh, I got to do this or that.

You really, truly believe in it deep down. And you look at the data and you say to yourself, oh, well, just one more iteration. I just got this wrong. Oh, I got to do this or that.

this thing is is wrong i think it's a very easy thing to do and i i've done it many times and you have to kind of like catch yourself and and stop yourself final one what recent company product strategy have you been most impressed by and why then i i continue to be very impressed by monzo's execution of monzo's strategy i think it's i think it's going to go very well um what specifically about monzo's new product over the last 12 months has made you so impressed

this thing is is wrong i think it's a very easy thing to do and i i've done it many times and you have to kind of like catch yourself and and stop yourself final one what recent company product strategy have you been most impressed by and why then i i continue to be very impressed by monzo's execution of monzo's strategy i think it's i think it's going to go very well um what specifically about monzo's new product over the last 12 months has made you so impressed