Mike Hudack

This comes back to founder mode a little bit. I think that people often when their company starts growing, start thinking that they are out of their depths as a founder and that they don't understand what is needed from the product organization. They don't understand what's needed from the finance organization.

This comes back to founder mode a little bit. I think that people often when their company starts growing, start thinking that they are out of their depths as a founder and that they don't understand what is needed from the product organization. They don't understand what's needed from the finance organization.

This comes back to founder mode a little bit. I think that people often when their company starts growing, start thinking that they are out of their depths as a founder and that they don't understand what is needed from the product organization. They don't understand what's needed from the finance organization.

And they kind of go against their gut because somebody is telling them, oh, well, this person is great. They did a great job at this company or whatever. I think you really have to believe your gut, partially because you're probably correct, at least about your company. Like, you know, a director or a VP from Google is not necessarily going to do well at your, like, 100-person company.

And they kind of go against their gut because somebody is telling them, oh, well, this person is great. They did a great job at this company or whatever. I think you really have to believe your gut, partially because you're probably correct, at least about your company. Like, you know, a director or a VP from Google is not necessarily going to do well at your, like, 100-person company.

And they kind of go against their gut because somebody is telling them, oh, well, this person is great. They did a great job at this company or whatever. I think you really have to believe your gut, partially because you're probably correct, at least about your company. Like, you know, a director or a VP from Google is not necessarily going to do well at your, like, 100-person company.

But also because you need to trust the people in that role so much that if you have that kind of, like –

But also because you need to trust the people in that role so much that if you have that kind of, like –

But also because you need to trust the people in that role so much that if you have that kind of, like –

doubt at the time that you're hiring them about whether or not they're the right person you just shouldn't do it like that relationship is just so deeply important you have to listen to yourself on these things when there's doubt there's no doubt on people is that true or not true not always true i think that's an oversimplification i have worked with people that i have had doubt about who then have turned out to be phenomenal and it turns out maybe there was something going on in their personal life which was difficult and transient maybe they

doubt at the time that you're hiring them about whether or not they're the right person you just shouldn't do it like that relationship is just so deeply important you have to listen to yourself on these things when there's doubt there's no doubt on people is that true or not true not always true i think that's an oversimplification i have worked with people that i have had doubt about who then have turned out to be phenomenal and it turns out maybe there was something going on in their personal life which was difficult and transient maybe they

doubt at the time that you're hiring them about whether or not they're the right person you just shouldn't do it like that relationship is just so deeply important you have to listen to yourself on these things when there's doubt there's no doubt on people is that true or not true not always true i think that's an oversimplification i have worked with people that i have had doubt about who then have turned out to be phenomenal and it turns out maybe there was something going on in their personal life which was difficult and transient maybe they

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