Tyner Blain

I learned a lesson a long time ago – your level of confidence is irrelevant when estimating outcomes.

The shift from talking about what we want to build to talking about the problems we want to solve is easy to understand, but can be difficult to do well.

Vibe coding, as a faster way to tell people what to build is penny-wise, but pound-foolish.

How do you debate how to build something you’ve been asked to build?

How you define ‘good enough’ is contextual – but not in the way you might think.

In the early modern period clocks worked through an engineering miracle of pendulums and springs.

What we want from our leaders is for them to set a direction.

“I don’t get to set the direction.

Which is the bigger risk for your product right now?

Most people and teams conflate prioritizing and sequencing of work.

I’m excited to be joining my friend Jon Harmer, Lead Product Manager at Google, in teaching Product Mangers how to drive business impact.

Product strategy manifests as a collection of bets, investment decisions to do something or not, to do things now or later.

Your process can prevent collaboration.

When deciding what to measure, we often choose metrics which sound good or metrics which are easy.

Estimating with ranges requires a level of transparency which may be uncomfortable because you are acknowledging what you don’t know.

Product management is fundamentally a discipline of decision-making.

Quantifying the impact of your problems puts them in perspective.

Good product management is understanding the problems your customers want to solve, how your customers get value from solving those problems, and figuring out how best to help them.

There is more to identifying who’s problem you’re trying to solve – you need to also have a sense for the context in which they experience the problem.

There’s a difference between who is exposed to a situation (many people) and who experiences that situation as a meaningful problem they would like to solve (a select few).