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 · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Aug 2026 with 1.
Appearances
It's rarely you need to build a feature that works exactly this way that does this thing.
It's a little more high level than that.
But like, how do you go and work out what needs to be true?
And then you map the human beings that you think can kind of guide that.
Not every name is a PM name, but overwhelmingly when you go through that planning process, it tends to be PMs and it tends to be kind of PMs who have the right skillset vis-a-vis what it is, whether it's more financial, whether it's more kind of like, you know, algorithmic and recommendations based, whether or not it's like core user feature.
Yes, sir.
I can tell you what's definitely trending down.
It's folks who spend a lot of their time in their interviews talking about those alignment meetings and driving alignment and stakeholder management and those pieces because they're
There's definitely a group of PMs, and I certainly used to be one of them earlier in my career, whose specialty wasn't technical or customer oriented.
It was politics.
And so folks who tend to kind of like naturally lean towards like driving alignment, building relationships, you know, tell me about a time when you failed and like, oh, I didn't keep the CEO up to date with something.
And that led to a pivot is definitely kind of a thing that is a bit of an anti-pattern that trends down.
What we tend to find kind of really jumps in a PM kind of interview is over the course of your interviews or your case study, can we see both the macro thinking and the micro thinking?
I think the system works something like this and I can describe an end state, but can I...
almost exude impatience on like, and here's how I would validate that very quickly.
Here's where I would push to get that done.
And are you specific about the things that you've built?
There's an awful lot of folks who've worked at Fang, Uber, pick any scale company.
where they babysat things that existed and that maybe polished the edges of it, as opposed to the idea of saying, we were given this problem and I had to go and come up with something unique and novel, or I had to kind of really iterate our way through a complicated change.
But I made decisions along the way and we moved because I think it's easy in a very large organization with inertia to kind of go along with what's happening and not necessarily be an agent of change or be a decision maker, which is ultimately what you need PM to do.
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