Hiring

The bar for building has collapsed. Anyone with an AI assistant can produce a prototype, a draft, a working script. That is not the challenge anymore. The challenge is identifying people who can tell whether what was built is right, catch what is wrong, and make the call on what to do about it. That is a different hire than the one most managers have been trained to make. And the stakes are higher now, because your hiring decision is no longer a baseline. It is a multiplier. ...

The Full Stack PM I have always believed in the idea of the full stack product manager. Not because one person should do everyone’s job, but because product work does not respect org charts. Products fail and succeed in the gaps between roles, and when those gaps exist, someone has to step in and own them. Many organizations like clear distinctions: technical PMs, product owners, delivery PMs, growth PMs. On paper, it looks clean. In practice, it often creates waste. Handoffs. Waiting. Endless alignment meetings. Everyone does their part, but nobody owns the outcome. ...

“Why so serious?” The line is memorable because it cuts through pretense. The Joker was not asking for chaos. He was exposing hypocrisy. People pretending this is all very important, very controlled, very rational. When in reality, it is not. Lately, scrolling LinkedIn feels like watching that scene on repeat. Stories proudly shared. Lessons supposedly learned. And beneath them, a disturbing seriousness about work and people that has lost all proportion. ...