Steve Martocci

It's your opinion versus my opinion. Like, great. Yeah. And I try my best to not have to, to kind of step in and play any kind of card on like, well, I'm the CEO or I'm the, you know, or like in my experience, like I, there's just so many lines. I don't like say anyone saying on the team and have to, to kind of justify their, their kind of position.

It's your opinion versus my opinion. Like, great. Yeah. And I try my best to not have to, to kind of step in and play any kind of card on like, well, I'm the CEO or I'm the, you know, or like in my experience, like I, there's just so many lines. I don't like say anyone saying on the team and have to, to kind of justify their, their kind of position.

These are all great questions. So I think that when I think about, you know, how does this scale? I really want this to it. Maybe it moves to like departmental. show and tells. There's something amazing about these fast feedback loops.

These are all great questions. So I think that when I think about, you know, how does this scale? I really want this to it. Maybe it moves to like departmental. show and tells. There's something amazing about these fast feedback loops.

These are all great questions. So I think that when I think about, you know, how does this scale? I really want this to it. Maybe it moves to like departmental. show and tells. There's something amazing about these fast feedback loops.

And look, people get blocked on stuff and they sometimes rabbit hole for days where if they just talked to another engineer, if they just talked to the product owner about something, if they just talked to the designer about something, they would like unblock.

And look, people get blocked on stuff and they sometimes rabbit hole for days where if they just talked to another engineer, if they just talked to the product owner about something, if they just talked to the designer about something, they would like unblock.

And look, people get blocked on stuff and they sometimes rabbit hole for days where if they just talked to another engineer, if they just talked to the product owner about something, if they just talked to the designer about something, they would like unblock.

And, you know, yes, you can kind of talk about it in a quick stand up in the morning, but kind of showing people where they are and kind of where they're stuck. And if you kind of are sensing someone's kind of like not moving at the pace, you know, they are capable of moving at. We like kind of address it like fast. So, you know, and context gets heavily shared amongst the team. Right.

And, you know, yes, you can kind of talk about it in a quick stand up in the morning, but kind of showing people where they are and kind of where they're stuck. And if you kind of are sensing someone's kind of like not moving at the pace, you know, they are capable of moving at. We like kind of address it like fast. So, you know, and context gets heavily shared amongst the team. Right.

And, you know, yes, you can kind of talk about it in a quick stand up in the morning, but kind of showing people where they are and kind of where they're stuck. And if you kind of are sensing someone's kind of like not moving at the pace, you know, they are capable of moving at. We like kind of address it like fast. So, you know, and context gets heavily shared amongst the team. Right.

You're in the remote environment. You miss out on the lunch together. Right. Where you're just like talking about something or going over. There's so much like water cooler conversation that you miss out on that this works for us right now.

You're in the remote environment. You miss out on the lunch together. Right. Where you're just like talking about something or going over. There's so much like water cooler conversation that you miss out on that this works for us right now.

You're in the remote environment. You miss out on the lunch together. Right. Where you're just like talking about something or going over. There's so much like water cooler conversation that you miss out on that this works for us right now.

And I'd love to see it work at scale kind of departmentally where, you know, like if we form into teams that they can meet and do a similar thing where even if the whole company can't do it.

And I'd love to see it work at scale kind of departmentally where, you know, like if we form into teams that they can meet and do a similar thing where even if the whole company can't do it.

And I'd love to see it work at scale kind of departmentally where, you know, like if we form into teams that they can meet and do a similar thing where even if the whole company can't do it.

And like, even the last offsite we did, I think it was more of a timing issue, which was like right after our launch and we were still all scrambling that like going right into that was, it might not have been the best timing. I don't know if we got the best use of time out of it, but in person time in general, I think is so important to building empathy, like, and building great products.

And like, even the last offsite we did, I think it was more of a timing issue, which was like right after our launch and we were still all scrambling that like going right into that was, it might not have been the best timing. I don't know if we got the best use of time out of it, but in person time in general, I think is so important to building empathy, like, and building great products.

And like, even the last offsite we did, I think it was more of a timing issue, which was like right after our launch and we were still all scrambling that like going right into that was, it might not have been the best timing. I don't know if we got the best use of time out of it, but in person time in general, I think is so important to building empathy, like, and building great products.