From Grownups to Startups: From Product Leadership to Entrepreneurial Rollercoaster

Summary

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

00:00

🌟 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。

05:00

🚀 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。

10:02

🎯 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。

15:04

🌱 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。

20:06

🛒 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。

25:07

💼 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。

30:08

🔄 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。

Keywords

💡product leader

プロダクトリーダーとは、製品の開発から市場投入までを担当する役割を指します。動画中では、プロダクトリーダーとして15年間働いた話者が、デジタル製品管理に情熱を持ち、最終的には共同創業者としてスタートアップを立ち上げた経験について語っています。

💡digital product management

デジタル製品管理とは、デジタル技術を活用して製品を開発、管理するプロセスを指します。動画の主人公は、マーケティングプロフェッショナルとして始まりながら、デジタル製品管理に進化し、その愛を持ち続けました。

💡entrepreneurial roller coaster

起業のジェットコースターとは、起業するプロセスにおいて経験する高いリスクと報酬、そしてその過程での感情的な Ups と Downs を指します。動画中では、主人公が自身の起業経験をジェットコースターに例え、その緊張感や興奮を表現しています。

💡scaling a product

製品のスケーリングとは、製品を市場に成功させるために必要なリソースや努力を拡大することを指します。動画中では、話者が自らが製品のスケーリングに長けていると認識し、それが彼らのスタートアップの成長に役立っていることを述べています。

💡product market fit

製品マーケットフィットとは、製品が市場のニーズを満たし、成功する状況にあることを指します。動画では、話者が製品マーケットフィットを達成することと、スタートアップの成功之间的の関係について説明しています。

💡sales savvy

セールスサビは、効果的なセールステクニックを理解し、それを使用する能力を指します。動画中では、創業者が最初の段階で商品を販売する必要性と、そのために必要なセールススキルの重要性が強調されています。

💡pivot

ピボットとは、ビジネス戦略や製品を市場の反応に基づいて変更することを指します。動画中では、創業者が市場調査を行ってフィードバックを得ることで、製品を適応させるためにピボットを行うことが重要であると述べています。

💡mindset

マインドセットとは、個人が持つ思考や信念のセットを指し、成長マインドセットとフィックスドマインドセットが一般的に区別されます。動画中では、創業者が成長マインドセットを持つことの重要性が説明されています。

💡risk-taking

リスクテイキングは、新しいことに挑戦し、失敗を恐れずに取り組むことです。動画中では、創業者がリスクを引き受け、失敗から学び、成長することが重要であると強調されています。

💡personal growth

パーソナル・グロースは、自己の能力やスキルを向上させることを指します。動画中では、創業者としての経験を通じて個人的な成長と学びが語られており、それが成功につながるとされています。

💡customer investment

顧客投資とは、顧客が時間やお金を問題の解決に投資することです。動画中では、創業者が顧客の投資を早期に得ることが製品の成功を保証する上で重要であると述べています。

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