Tom Verrilli

speaker

703 appearances 1 recordings 1 series first heard Aug 2026 last heard 2 Aug

Tom Verrilli’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 1 in all, peaking in Aug 2026 with 1.

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Lenny's Podcast: Product | Career | Growth · This CPO regrets that product management exists | Tom Verrilli (CPO of Whatnot) · 2 Aug 2026 podcast

But like, I don't know if those are the right places if all I do is delegate to the team to go figure it out and I'm not actually periodically very deep with them on like exactly how does that work, you know?

how do our like you know referrals work literally what is the logic that fraud might use in order to invalidate one oh based on address signals how do we calculate address signals is that like a google normalized thing or is that like you know free text let's put in and if you don't actually push yourself down to sit alongside your ic engineers and your ic designers and your icpms you don't actually know that stuff so you can't make good macro decisions without the micro

So increasingly, I think, you know, I push myself to try and be T-shaped.

I can go very, very deep when required, but I'm mostly broad across pieces.

And I think the idea of just like hiring people and then like not asking any more questions and delegating all of the detail just isn't really the most successful model for getting the most out of an organization.

Yeah, I mean, kind of funnily, that's been most of my career.

Actually, I worked for three founders in a row who were all kind of very product-minded and whatnot.

I've got two, which is a blessing, actually.

In general, I try not to kind of double up if, you know, Grant or Logan, our founders are on a thing, probably doesn't need me.

Like what's the advantage of an extra layer?

You know, I think jokingly, one of the PMs on the team has referred to it as the two dads problem where you've just got like two people issuing kind of like conflicting instructions or somebody wants to review and then you do all this work to present it to me and then you go back and it gets a different thing.

So my first thing is like,

If Grant or Logan are on it, I check that they're watching it, they're accountable for it, and I step out.

So there'll be long periods of time where fully half my team could be working on something.

And I couldn't tell you day-to-day where it is because it's with Grant, it's with Logan, and that's totally fine.

I don't have to be across all of the things they're doing.

We just need to make sure that there is somebody doing that bar raising.

So we spend a bunch of time doing that alignment.

I think the second one is like, ultimately, if you are a product leader in a founder led company, you have to understand it's not your company, it's theirs.

And you just find the right balance of like, hey, are you open to feedback on this?

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