Tony Fadell

And they don't have the user studies and have the full context like I was just describing.

They don't go buy the product and they don't, what have you.

And then they get data.

And that's because the leader or whoever's in there, a board maybe, it's like, we need data to make sure this 1.0 is going to be a success.

And I saw this so many times at all these major corporations.

So they're just kind of covering their ass

with bullshit data and not really doing the hard work of saying, I'm going to make this decision and we are going to select this.

And yes, I might be wrong or we as the opinion-based decision makers are wrong and we will correct it later and we'll take the heat for that.

So that's the, you know, a great product manager, a great person who's leading this thing has to understand that that's what they have to do if they're really doing something innovative.

But again, a lot of informed judgment from all the experts around, asking questions, refining, prototyping, these kinds of things to then make a decision.

So it's not just like...

I woke up one morning and, you know, this is, you know, now it's, we're going this direction.

No, it's, it, there's a lot of work to get, to get there.

You know, we've heard the term sweat the details.

It's micromanagement of certain details.

And then there's the kind of hands-off of other details.

You have to really understand the blend of which things really matter, which things don't.

When I was early on my career, I thought everything mattered.

And I drove everybody nuts, drove myself nuts, the people who hate it.

And it became like everybody's got to do it the way I would do it.