From Grownups to Startups: From Product Leadership to Entrepreneurial Rollercoaster
Summary
TLDRスクリプトは、スピーカーが製品リーダーから起業家に転身し、その過程での経験と教訓を共有することを中心に展開します。彼は、自分自身の強みと情熱が交わる「スイートスポット」を発見し、成長ゾーンにあることを確認し、そして起業家としてのマインドセットを形成することが重要であると強調しています。さらに、市場とのフィットを追求し、リスクを引き受け、フィードバックを求め、そして最終的に成功するために必要なソリューションを提供することの重要性についても話します。
Takeaways
- 🌟 自分の強みと情熱が交わる「スイートスポット」を特定しましょう。
- 🚀 成長ゾーンを見つけて、自分自身を挑戦しましょう。
- 💭 成長的(成長)マインドセットと固定的(固定)マインドセットの違いを理解し、前者に傾斜しましょう。
- 🔍 市場とのフィットを最初から考えるのではなく、市場を探し始めましょう。
- 💸 顧客が時間とお金を投資するのを促しましょう。
- 🗣️ 起業家として、販売に慣れ、販売能力を磨くことが重要です。
- 🤔 リスクを引き受け、失敗から学ぶ覚悟を持ちましょう。
- 🎯 見込みのある市場で、アサインされたタスクを遂行しましょう。
- 🔄 フィードバックを受け取り、自分の仮説を疑問に思いましょう。
- 🏆 起業家は、チームの幸せよりも会社的成功を優先させる必要があります。
Q & A
スピーカーはどのような職業的経験を持っていますか?
-スピーカーは約15年間マーケティング、製品管理に携わっており、デジタル製品管理に情熱を持ち、最近は共同起業してスタートアップを構築しています。
スピーカーが共同起業したスタートアップの名前は何ですか?
-スピーカーが共同起業したスタートアップの名前はasubです。
スピーカーが語る「ロールコスターライダー」とは何を指すのでしょうか?
-「ロールコスターライダー」とは、製品リーダーから起業家へと転身する過程を指し、その過程は Ups と Downs があり、roller coaster ride と比較されています。
スピーカーが挙げる「Sweet Spot」とは何を意味しますか?
-「Sweet Spot」とは、自分の最大の強みと情熱が交差する分野を指します。スピーカーは、このSweet Spotを識別し、それを自分の起業活動に活かすことを重要視しています。
スピーカーはどのようにして自分自身の成長ゾーンを見つけましたか?
-スピーカーは自分自身のモチベーション、情熱、健康、マネーなどの基本的なニーズ、そして自分が優れている分野、ネットワークを分析することで、成長ゾーンを特定しました。
スピーカーが提唱する「Mindset」の重要性は何ですか?
-スピーカーは、成長マインドセットを持ち、自己成長と学習を重要視することの重要性を強調しています。これは、起業家が新しいことに挑戦し、失敗から学び、改善し続ける上で不可欠な要素です。
スピーカーが「Market Product」という概念を導入した理由は何ですか?
-スピーカーは「Market Product」という概念を導入し、製品開発の前に市場を見つけることの重要性を強調しています。これは、製品と市場のフィットを見つけるよりも、まず正しい市場を発見することに重点を置いたアプローチです。
スピーカーはどのようにして潜在顧客を確信させるのですか?
-スピーカーは、潜在顧客に対して、問題解決に協力する意思があるかどうかを確認し、彼らが時間やお金を投資する意志があるかどうかをテストすることをお勧めしています。
スピーカーが他の起業家に勧める「Salesy」な態度とは何ですか?
-スピーカーは、起業家が最初の段階では販売者としての役割を果たすことが重要であると述べています。これは、最も価値ある情報とフィードバックを得る場所が顧客の場所であるためです。
スピーカーはリスクをどのように扱うべきか勧めていますか?
-スピーカーは、リスクを減少させることよりも、リスクを取ることを勧めています。特に初めの段階では、データが乏しく、顧客からのフィードバックが限られているため、リスクをとりつけて行動することが重要です。
スピーカーが言及した「Assumptions」と「Opinions」の違いは何ですか?
-「Assumptions」は、製品がどのように機能するか、どのように産業を革命化するかについての仮説であり、検証の必要があります。一方、「Opinions」は個人の信念であり、証明する必要はありません。
スピーカーは製品マネージャーと起業家の違いについてどのように説明していますか?
-スピーカーは、製品マネージャーは問題を避け、チームを幸福に保つことが求められる一方、起業家は解決策を提供し、成功するためにはどんなコストでも支払う必要があると説明しています。
Outlines
🌟 自己紹介と変化の紹介
スピーカーは約15年間マーケティング、プロダクト管理に携わり、デジタルプロダクト管理に情熱を持ち、最近はasubというスタートアップを共同創設。その中で経験した変化と挑戦について話す予定である。
🚀 スタートアップとの出会いと挑戦
スピーカーはプロダクトリーダーからエントREPRENEURに転身し、その過程で遭遇した課題について説明する。特に、経験豊富なリーダーとしても新しいことに挑戦し、新しいスキルを学び、不安や危機感を感じることがあるが、それが成長の機会となると強調している。
🎯 自分の強みと情熱を見つける
スピーカーは自分の「スイートスポット」を見つけることの重要性を説明し、それは自分の最大の強みと情熱が交差する場所であると述べる。また、プロダクトマネージャーとエントREPRENEURの異なる役割についても話す。
🌱 成長ゾーンとマインドセットの定義
スピーカーは自己認識と成長の重要性を強調し、自分自身の成長ゾーンを見つけることと、固定マインドセットから成長マインドセットへの転換の重要性を説明する。
🛒 マーケットプロダクトと顧客の関心
スピーカーは「マーケットプロダクト」という概念を紹介し、スタートアップの最初の段階で市場を見つけることの重要性を説明する。また、顧客が問題を解決するために時間とお金を投資することを確認する手法についても話す。
💼 販売スキルの重要性
スピーカーは、エントREPRENEURとして販売スキルを持つことの重要性を説明し、チームの成長と製品の成功に必要な要素であると強調する。
🔄 リスクを取ることと倫理
スピーカーはリスクを取ることとその重要性を説明し、製品を市場に出す前に完璧な製品を作るのではなく、フィードバックを求め、アサインを改善するように勧める。
🏆 勝利を目指す精神
スピーカーはプロダクトマネージャーとエントREPRENEURの違いについて話し、エントREPRENEURは勝利を目指して必要なリスクを冒すことが重要であると強調する。また、プロダクトマネージャーはチームの調和を保つことが重要である一方、エントREPRENEURは勝利を目指して必要なリスクを冒すことが重要であると述べる。
🤝 質問と回答
スピーカーは参加者からの質問に対して、自身の経験と学習を基に答える。特に、プロダクトマネージャーとしてのスキルとエントREPRENEURとしてのスキルの間でどのようにバランスを保つか、販売スキルを持つことの重要性について詳しく説明する。
Mindmap
Keywords
💡product leader
💡digital product management
💡entrepreneurial roller coaster
💡scaling a product
💡product market fit
💡sales savvy
💡pivot
💡mindset
💡risk-taking
💡personal growth
💡customer investment
Highlights
The speaker is a passionate product leader and entrepreneur with 15 years of experience in marketing and product management.
The speaker co-founded a startup called asub, which helps companies create and share engaging content for onboarding and training.
The talk focuses on the personal journey and takeaways from transitioning from a product leader to an entrepreneur.
The entrepreneurial experience is likened to a roller coaster, with exciting ups and downs.
The speaker emphasizes the feeling of being an amateur despite having years of experience when starting a new venture.
Identifying one's sweet spot is crucial, where greatest strengths intersect with passion.
The importance of being in the growth zone and avoiding the dangerous or stretch zone is discussed.
The speaker shares the need to determine one's mindset, favoring a growth mindset over a fixed one.
The concept of 'market productivity' is introduced, emphasizing the importance of finding the right market over focusing solely on the product.
The necessity of getting customers to invest time and money early on is highlighted.
The speaker advises founders to be salesy and comfortable with selling, even before having a complete product.
Embracing risk-taking is crucial for a startup founder, unlike in larger, established companies.
Founders should maintain objectivity and be open to questioning their assumptions and opinions.
The difference between a product leader and a founder is that the founder's success is tied to the company's success, not just team happiness.
Leaders guide by asking questions, while founders drive progress with solutions.
The speaker shares their personal experience of learning to design and the challenges of scaling a startup.
The importance of salespeople understanding the product and being involved in the product process is discussed.
Transcripts
maybe before starting very very brief
about me uh who am I what I'm doing um
yeah honest I'm actually a passionate
product leader and entrepreneur working
for yeah working since like 15 years in
in marketing product management and
actually starting out as a marketing
professional I more and more fell in
love with digital product management and
most recently I co-founder the startup
it's called asub Uh we're building a s
solution uh and help companies to create
and share engaging content for
onboarding trainings howto uh kind of an
Instagram or Tik Tok style but it's not
what I'm going to talk about today about
ASAP it's rather about my personal
Journey uh about the takeaways um I have
from transitioning being a product
leader into the entrepreneurial roller
coaster
because to say to say it like this it's
far away from a walk in the park it
rather feels like really like a roller
coaster right it's exciting they're up
and
downs and we all have in mind like being
in a roller coaster it is exciting so I
said like okay maybe that's not only the
best picture to show it's rather like
this from being a a leader actually
changing role into being a founder is
like you feel suddenly you're an amateur
a lot of things you're doing the first
time almost every day and this is really
a crazy situation because in the leading
position or in the positions you've been
before you always push yourself out of
the comfort zone but somehow you're now
in the danger zone and the Panic Zone
and that's really weird so you feel like
an amator like oh I have 10 years
experience 15 years experience and I'm
sitting here doing this task the very
very first time and I have no idea and
that's
actually here what I will talk about and
to start it it's always in the product
to start with why actually in this case
it's to start with why am I here today
and there are three reasons the first
it's it's about me because it's time to
reflect after founding a company after
one and a half years it's time to
reflect on a bigger scale you do it all
the time but today is it on bigger scale
share it with the outside world be
honest about the weaknesses you have be
honest about the strength you have the
second thing is I noticed the experience
that building a product from scratch is
completely different than working in a
team on a product that has prod product
Market Fe you will read it but if you
experience it it is completely different
and the third point is there are a lot
of pitfalls along the way especially if
you're product manager
who becomes a Founder because what often
happens in this case that product
managers jump straight into execution
mode you're teaching something in the
past which is very different from how
you behave when you become a Founder you
start to execute you build prototypes
you somehow fall in love with the
solution because it's your baby right
these mistakes you're not really doing
actually as a product leader because you
you're not that attached to this product
and these are the things I'm going to
talk about I want to share with you and
maybe as a first question who who's
product manager or product leader in
here okay who is founder or who was
founding a
company okay thanks so the good thing is
that um the ones who didn't raise and
were the most of you their hands I think
it's totally fine to stay because it's
not only about product it's not only
about founding
at the end of the the talk when I
prepared it it was rather like oh should
I change the title because it's more
about personal growth I would say or
personal situation so it's I think it's
and I hope there is something for
everyone so I learned kind of the hard
way that being an experienced product
leader doesn't automatically make you a
good founder not at all and I can tell
you about my story I made a lot of
mistakes I failed I failed I failed
and actually that's why so I'm here to
tell you the truth let's say what I what
I
experienced
um and there are eight takeaways I have
brought with me and the first three are
more about personality things you should
consider before you even start the
entrepreneurial Journey
then there are some which are more let's
say when you decided to start and then
there are two coming when you are while
you're building
things and the first one and this is
very important identify your sweet spot
and your sweet spot is where your
greatest strength intersect with your
passion you should really look at that
because this is something I compare I
compare it with soccer coaches because
often it's said that the best soccer
coaches aren't necessarily or haven't
been the best players and this is
because I would say it's a different spe
spot it's different of being an
individual
executor than being a coach which is on
a sideline which is more let's say for
the team inspiring people helping them
to grow it is completely different and
there obviously there are several types
of product managers but I would I would
build it down on two because there there
are one type of Founders that love
building something from scratch they're
the ones who love to scale a product to
join a team and I've rarely seen people
product managers who can do both it
often happens that people at the very
beginning are not the best one in
scaling something and that's okay you
just need to know your kind of sweet
spot and I kind of knew sweet spot I
didn't really analyze it I just it was
kind of a feeling and I should have
challenged my sweet spot before I
actually started the entrepreneurial
Journey because my learning was I was a
passionate leader I like to work in a
team I like to work with people I like
to inspire them and I also like them if
they are much better than I am right to
grow together and suddenly I was sitting
at home not sitting 70% in meetings
being on a whiteboard no I was at home I
had no meeting suddenly I was like oh no
I'm executing task task task it was like
20 minutes and then you were like oh
I I don't I'm not able to
concentrate anymore because I was in a
completely different spot so what I did
it was late for fortunately not too late
I created my own personal canvas I'm
happy to share so it's you're not able
to read it I'm happy to share I just
designed it for my purpose um because I
was looking at
things about me what does motivate me
what is my passion but also very
important what are actually basic needs
I have about health about material money
and then on the other side having on the
right side the profession what am I good
at what hats do I wear when I have a job
and how does my network look like and
then combining these two things and then
on the veryit very bottom there was the
most important thing for me in this
canvas is what is the red threat in my
life what is the thing that it's always
kind of the same throughout my entire
life because think about how you behaved
in University how you behaved in in in
your first job if you tend to be a
minimalist which is okay or if you tend
to be someone who who catches up fire
pretty quickly but also then when it's
getting hard and say that's fine thanks
you might not be the right person to
found a company but it's something you
need to find out so really be honest and
look at your red threat throughout your
whole life this is learning number
one
um number two spot your growth Zone it's
actually very connected to learning
number one
and as we all know that it's it's often
said magic happens outside of your
comfort zone and that's true that's
definitely true you should push yourself
out of your comfort zone however and I
can tell you based on my experience if
you push yourself too far outside to be
get in the dangerous zone or in the
stretch Zone then it's Suddenly It's the
opposite right there happens no magic
you just you feel distressed you feel
overwhelmed you can't sleep you're not
performing anymore and that's I think
very important thing push yourself but
if you push yourself too far too long in
this position it's getting the other way
around your brain suddenly stops working
and that's something you cannot really
really let's say you don't really know
it beforehand you know certain things
because you have experienced them but
you need to experience and one of my key
trigger in this stretch Zone was earning
money until then I was earning money
always earning money nice yeah that's
good I had shops I was earning money and
suddenly I was burning money my own and
the investors mov I feel really
bad never something I've never really
thought about right but it's completely
it makes something with you it makes
something with your mind that you change
these two or change this perspective
actually and the other one was
also keeping the balance with a family
so I'm a family father I have 8-year-old
son at
home I often have the feeling sitting
there 8:00 okay I should spend time with
my family oh I'm founding there is
another relationship with my
co-founder I'm not sure if I would do it
again knowing this before because let's
say it's very hard to balance family and
founding a
company so my recommendation is to
literally draw your own zones you can
just do it right based on your
experience you have so where do you feel
comfortable and that's what I mean with
the growth Zone today this for me is a
growth s it's not that I'm here saying
hey I talk every day I'm feel
comfortable oh no I'm nervous I'm here
to grow I'm here to personally grow but
let's say if I would not be a speaker or
whatever I would probably feel more in
the Panic so and if you then spend every
day talking you will probably freak out
after a month right that's kind of the
feeling so literally draw your own
zones and try to be in the girl
so number three determine your mindset
the first was about skills strength the
second was about let's say your feelings
and the third is about your thinking so
who is familiar with the growth or the
fixed mindset with this
Theory okay there there quite some so
very basic fixed mindset only means that
um you kind of self-limiting beliefs
right you're more often often tend to
say I don't know this I cannot do it
while the growth mindset is well I can
learn it that's fine I can do it it's
just I need to put some effort in and
it's not saying that the other one is
good and the other one is is is bad no I
think most of us have probably both
within us at least I
experienced I'm not only having a growth
mindset I have situations where I also
sitting there oh I don't know
probably it's better someone else is
doing it um but you need to keep
thinking okay is that good why is it
happening and when I discover that the
good thing is that you you can work on
that right you can really work on that
um my recommendation there is you can
read the book mindset which is very
interesting because it's not about
business it's about family it's about
other things that just challenge
yourself
and think about your feelings break them
down and finally replace or try to
replace fixed mindset with growth
mindset statements and it it works but
it's as I said right as a Founder you
should have a growth mindset if not you
really need to tackle this but as I said
it's totally fair having a fixed mindset
that's absolutely
Fair number four is going away a bit
from personality going into let's say
when you decided founding a startup
and number four is call it Market
product I heard this expression in a
talk and I really loved it that's why I
was bringing it here it was from nit
Sony um I'm happy to he this
talk what do you think I could mean by
market
productivity anyone any
idea absolutely it's only the only thing
I mean here is changing the sequence
changing the perspective because we're
always talking about product Market fit
and it somehow happens in your mind that
you say it indicates that the product
has found its target audience or the
product has sweet sport however we we
frame a product Market about founding a
company at the very beginning in the
first one and a half years or one one
year it's not at the very beginning it's
not about the product at all it's about
finding the right right Market finding
the niche and that's it you can have
multiple products or Solutions you are
going to test anyhow because you will
pivot you will test you will learn it's
about the
market and well me being let's say
product Le are always talking about
product research we have to do it yeah
jumping into being a Founder I made all
the mistakes because I fell in love with
things I was kind of blinded by my own
ideas so you really have to pull the
product out of the market and my
recommendation here is it's I would say
it's it's simplier said than done and
also start with a with a market start
with a niche it's it's very easy to say
but number number three here is very
important point is get your customer to
invest time and money right you can read
the book of the mom test which helps you
to ask the right questions so it's
really good because you're not pitching
an idea and asking for
compliment but the thing is here
then when your customers it's it's kind
I call it gets kin in the game to prove
your potential customers are really
willingly to solve their problem means
that they invest time and money and it
means that they invest time and money
even before you have a solution placed
invest time means are people willingly
to spend time on
interviews sharing their problem that's
the one thing and another example to be
more concrete is if you're in a customer
potential customer call listen carefully
ask them learn about the problem either
you have then the solution ready or you
draw kind of a solution and at the end
you ask them is this something that
would help if they say yes ask them okay
we could start next week and you're
going to pay 10 can we start and then
you will see do they have a skin in the
game no I'm actually probably not
willingly to pay so forget about getting
all only compliments try to get the
money as early as
possible I know there are certain
products that work if you get the users
the money will follow if you're building
a B2B SAS you really need to prove that
people are willing to spend money that's
it
number five be salesy um get comfortable
being a sales person I think as a
product leader you kind of have sales in
your role right you you have it
internally externally kind of having
product road maps you're selling to your
to your stakeholders um might chin sales
calls but being a Founder means you
really have to feel comfortable peing
the sales first because
at the beginning being at the front is
everything there you will learn the most
so we made a lot of mistakes at the
beginning we were four Founders one with
a business focus maybe bit more the
sales guy me Product um design and then
we had two co-founders two Tech
co-founders best coders I've ever met
very good friends but what we did we
were four people and one person was
doing sales the other one were like
being in the the second row say building
or thinking whatever this was a
completely
every founder should feel
comfortable being a salesperson everyone
even as a tech guy it's not about that
you have to be there every day but there
you will learn things this at the very
beginning if you don't have product
Market fit there's so many things
uncertain there's so many things that
you don't know and then if you get
everything just from your co-founder
translated that's not how it how it
works so so you you need to feel
comfortable and one thing is you also
need to feel comfortable of overselling
before have heav invest in building you
need to oversell so I I learned it was
quite difficult actually because you
feel comfortable being the product
manager there's probably the sales team
but suddenly no you you have to sell and
that's where you also see are you
convinced are you really able to sell
what you have in
mind so the recommend here is pretty
simple actually make sales calls on your
own don't just join sales calls do it on
your own just you with a potential
customer that's how it works not just
listening and try to sell a product only
based on a presentation or prototype we
at the very beginning go no we need this
what is when they ask you see a demo we
cannot show it don't care right don't
care you can sell
something based on a presentation you
can build it afterwards you will find
any any any arguments oh you're a beta
customer we have some certain things we
need to develop you can do it and
consider sales trainings we decided
finally to bring a mentor on board who
helps us in in sales because obviously
there were we we were lacking some some
skills number six Embrace risk-taking I
think it's it's always about reducing
risks but it's completely different from
being in a grownup as a leader while
you're in a startup being in a
grownup you most of the time have a lot
of customers hopefully or um maybe
transactions and if you ship features if
you whatever you're doing you try to
reduce the risk up front because you
don't want to break something right you
don't want to get completely different
use experience out there and that's okay
that's toly fair but once you turn
become a
Founder it's way more about risk taking
and the very important point is here is
get it out and then get it right that's
totally okay because you don't have any
data up for you have you might have some
customer feedback hopefully mainly on
problem and maybe some ideas how you can
solve it but you need to get things out
right after you have this sold as a
presentation you need to test things you
need to be really okay with taking the
risk we were often over overthinking
this we were running it like kind of
grownup oh it has to be perfect no no
that's not perfect right the beginning I
can tell you no one really cares because
you want to find okay where is the fit
where does it work to invest where does
it really make sense to invest more time
and the only RIS the only risk you
should mitigate is actually that you're
not heavily investing in building the
best thing is that you start not with
writing any line of code
and I think I've read it somewhere I'm
not sure if it's a study or whatever the
most promising startups were the ones
who are writing the less code at the
beginning so not sure if if if it's
correct but at least it seemed to me it
might be
true so seven and eight is rather when
you're let's say in between when you're
building something and I I repeatedly
said it it's about maintaining
objectivity when a Founder launches a
company as as as as we know is you have
a Clear idealized Vision how the product
works how you will revolutionize the
industry and this happens that you have
opinions it happens that you're
discussing also with your founder team
about opinions you should not talk about
opinions right you should talk about
assumptions because you don't know
anything at the beginning even if you
think you know your opinions are there
to prove
go
and really change your your mind and
this is I think especially beginning set
aside your ego and emotion it's very
hard it's way easier to set and done but
you're very passionate about it right
like growing up a child it's it's
something where where you want to take
care you want to talk right and I today
I can much better understand why
Founders are often let's say jumping in
very deep yeah they're very connected
with the product that's okay right
doesn't because you don't want your
Founders not to
care and then seek feedback talk to
pierce industry experts and question
your assumptions feel fine to prove that
your assumptions are right what I only
want to take with you here is see as
assumptions and don't talk about
opinions and the final one is
one of the probably most obvious
differences of being a product leader
and a
Founder is your job is essentially the
win at all costs because you are
rewarded only if your company succeeds
you're not rewarded if you have a happy
team at the beginning if you have
whatever no only if your company
succeeds the
difference of being a product manager is
actually often to avoid chaos
to avoid
changing um certain let's say changing
course and in particularly I would say
it's often to avoid pissing off people
right especially in in bigger companies
it's that's really something you should
avoid and the team looks at the product
manager
and keep keep things running
smoothly productively and
happen but what I can tell you as a
Founder it's okay
if you produce chaos it's okay if you
repeatedly change courses it's okay if
you piss off people it's totally okay it
shouldn't be the goal but it's okay
because otherwise you're not trying to
win at all costs that your compan
ACC I kind of try to summarize what I'm
telling and this is let's say
just one thing is that I think leaders
and Power by asking questions and
guiding while Founders Drive progress
with Solutions so as a leader you're not
paid to bring all the solutions as a
leader you're paid to ask the right
answers to empower a team to grow
teams sure you need to bring Solutions
as well
but as a Founder you need to bring
Solutions better yesterday than today
there is no time you need to bring
Solutions you need to ask the right
questions everything yes but it's way
more about solving things learning
things very very very and at least from
my experience as a leader there are
other things that count and that's a bit
at least what I
learned uh throughout my
journey
thanks
thank you hes uh we actually do have a
bit of time for questions and I would
like to start with the first question
because I'm super curious because I'm a
product manager myself and you mentioned
that there are two product managers out
there one who like to build products and
one um who like to scale products you
mention it briefly but what type of
product manager are you actually it's a
very good question actually
um to be very very
honest I think and that's my sweet SP
I'm better at scaling a product um once
product Market fit is
there um I and I think that's okay also
if you know that to start a f to found a
company because you you're pushing
yourself out of your comfort zone but
what helped me by recognizing this is
okay I'm not only building a startup to
find product Market fit but also
building a company a startup who wants
on board new people to onboard a team to
grow together and I think it's more than
I see my sweet spot as in the growth
Zone and um that's quite challenging
maybe for me than have it at the
beginning so it's a lot of learning but
I see my sweet
spot more scaling but yet interesting
that you're Building Product right now
it is also pushing myself as I said out
of the comfort zone and I learned so
many things right learned to
design everything in the last year so I
was using figma and I'm very big fan of
figma doing my designs doing everything
on my own
um but I would along the way I would
love to have people surrounding me more
other product managers uh some people
where you can really bounce ideas B
bounce things um and I really missed
that in the last one and a op thank you
so much we have time for two questions
roughly so is there anyone in the
audience who would like to ask hanas a
question maybe how to piss people off
maybe that's
one better
enough Thanks a Lot H was really great
um what was your strategy actually to
drive this kind of change I mean like
you made this kind of learning but
understanding that you have learning I
think you maybe need to take more risk
or whatever is one thing but really
implementing it into not only your hat
but also the founders head what was your
strategy to actually drive this
forward say I didn't really have had a
strategy right it was rather and I think
this was the first thing is I had to
reflect because at some point last year
I didn't feel comfortable at all
founding actually right I was like at
the end of the year like say what
am I doing here I'm completely out of
there basic things I don't know anymore
then I started to think okay what what
went wrong and it was rather a
reflection process um and some things
maybe were probably too late some things
maybe came
up at the at the right time so it was
rather to tackle step by step things the
strategy
was to feel okay with it to talk with
your co-founders about it how you feel
where you are and how you can tackled it
and then as in product also as well do
it step by step it on yourself learn how
you can improve certain things because
it wouldn't make sense to take all the
learnings now and say tomorrow I draw my
comfort zone then I will draw my
personal canvas and whatever you will
freak out as well so I think it's
tackling things step by step um to be
fair without having a
strategy also had a question
right okay uh thank you very much Han we
really interesting so um I have a
question regarding tip number five so be
sales svi basically sales Savvy I come
from a more sales background so my
question is do you think that the other
way around so for a salesperson to get
closer to the product do do you have an
example of that in your startup asub
have you seen that and in case what
utility can it bring to the
table overall I think it should always
be the other way around this well right
because actually both should understand
what am I
selling and both should understand how
am I selling this right so I definitely
see it from both ways that salese um
they should have an understanding of the
product you should know how it works you
don't need to have everything right
because it's also fine to over tell as I
said it's always the stretch of product
and then sales sales always let's say
tells you everything out of the blue sky
and then product probably no we don't
have this and this was the challenge
also for me as product you're not there
to let's say oversell because you know
your road map you know if you sell it oh
you really have to build it because
other people know that I had the product
I had to found her in in new room I'm
sure it were going to make it happen so
yes it's both ways actually you should
also dive in as a
salesperson into the product process you
should understand it um but what I see
it as a Founder there you need to sell
it because what what what I what I there
you you get the best and valuable
insights and feedback you're right at
the customer's place that's where you
should be because analyzing jet gbt
asking whatever yes it helps but it's
it's it's just gives you a certain
perspective all right thank you so much
hes uh we are done with the
talk
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