Steve Martocci

Yeah, and I mean, on that front too, like I'm very much someone who came up in the world of paired programming, which is literally when you're coding, two people are working on the same project together. And it's extremely intimidating at first. People are seeing typos, people are seeing you think through things in real time.

Yeah, and I mean, on that front too, like I'm very much someone who came up in the world of paired programming, which is literally when you're coding, two people are working on the same project together. And it's extremely intimidating at first. People are seeing typos, people are seeing you think through things in real time.

But it is deeply, deeply liberating once you've kind of like allowed yourself to be that vulnerable with another coworker. And like you don't get blocked. You think things. You learn. You absorb. Like so much moves fast. And so we actually end up doing a lot of like live design sessions. You know, like you kind of need to be okay with being pretty exposed, I would say, at Subco.

But it is deeply, deeply liberating once you've kind of like allowed yourself to be that vulnerable with another coworker. And like you don't get blocked. You think things. You learn. You absorb. Like so much moves fast. And so we actually end up doing a lot of like live design sessions. You know, like you kind of need to be okay with being pretty exposed, I would say, at Subco.

But it is deeply, deeply liberating once you've kind of like allowed yourself to be that vulnerable with another coworker. And like you don't get blocked. You think things. You learn. You absorb. Like so much moves fast. And so we actually end up doing a lot of like live design sessions. You know, like you kind of need to be okay with being pretty exposed, I would say, at Subco.

And it was very like that at GroupMe. And then, you know, Splice got bigger and bigger to the point where that got harder to do. And I think one of the things I think a lot about at Subco as we scale is making sure that that kind of culturally is established early enough. I remember this day at Splice where I was interviewing like, I don't know, like two or three PM roles at the same time.

And it was very like that at GroupMe. And then, you know, Splice got bigger and bigger to the point where that got harder to do. And I think one of the things I think a lot about at Subco as we scale is making sure that that kind of culturally is established early enough. I remember this day at Splice where I was interviewing like, I don't know, like two or three PM roles at the same time.

And it was very like that at GroupMe. And then, you know, Splice got bigger and bigger to the point where that got harder to do. And I think one of the things I think a lot about at Subco as we scale is making sure that that kind of culturally is established early enough. I remember this day at Splice where I was interviewing like, I don't know, like two or three PM roles at the same time.

And it was a day that I realized I kind of like lost something a little culturally because I hadn't codified enough about like how we build software and how we kind of build together was a kind of rapid growth period. And, you know, you let the culture get away a little bit.

And it was a day that I realized I kind of like lost something a little culturally because I hadn't codified enough about like how we build software and how we kind of build together was a kind of rapid growth period. And, you know, you let the culture get away a little bit.

And it was a day that I realized I kind of like lost something a little culturally because I hadn't codified enough about like how we build software and how we kind of build together was a kind of rapid growth period. And, you know, you let the culture get away a little bit.

Yeah. I mean, at least at scale, being open enough to be honest about metrics, be honest about user feedback, you know, like use the product, things like that, that if you get to disconnect. So there's the whole like disconnect to your internal team and then there's a disconnect from the actual user base. Right.

Yeah. I mean, at least at scale, being open enough to be honest about metrics, be honest about user feedback, you know, like use the product, things like that, that if you get to disconnect. So there's the whole like disconnect to your internal team and then there's a disconnect from the actual user base. Right.

Yeah. I mean, at least at scale, being open enough to be honest about metrics, be honest about user feedback, you know, like use the product, things like that, that if you get to disconnect. So there's the whole like disconnect to your internal team and then there's a disconnect from the actual user base. Right.

If we're coming back to customer experience and like that, that is, I think, a recipe of success.

If we're coming back to customer experience and like that, that is, I think, a recipe of success.

If we're coming back to customer experience and like that, that is, I think, a recipe of success.

a failure of disaster for for a company on the disconnect and they're not they're heads in the sand on so much either from a telemetry perspective from just a from like you know our support channel right now it's just like everybody sees every piece of feedback that kind of comes in and it's like yeah it really uh helps drive home where we're falling short where we have more work to do

a failure of disaster for for a company on the disconnect and they're not they're heads in the sand on so much either from a telemetry perspective from just a from like you know our support channel right now it's just like everybody sees every piece of feedback that kind of comes in and it's like yeah it really uh helps drive home where we're falling short where we have more work to do

a failure of disaster for for a company on the disconnect and they're not they're heads in the sand on so much either from a telemetry perspective from just a from like you know our support channel right now it's just like everybody sees every piece of feedback that kind of comes in and it's like yeah it really uh helps drive home where we're falling short where we have more work to do