Most scope arguments inside a startup are not really about facts. Two directions are on the table, both defensible, and everyone in the room has enough experience to make a serious case for one of them. So the meeting runs long, and the tie gets broken by whoever has the most...
Ask your engineering lead what's blocking the sprint and you'll get a list of tickets. Ask what those tickets are actually waiting on, and a good share of them are waiting on you.
Usually not on a decision that needs your judgment. On a two-minute answer that only you can give,...
Show me a backlog where two thirds of the tickets are marked high priority and I'll show you a team that makes its real decisions in Slack at 9am, based on who complained loudest yesterday.
This is rarely a discipline problem. The priority field gets filled in by whoever writes...
Somewhere around the second or third investor conversation, after the deck has done its work, someone asks to see the product. That is where a lot of raises quietly get harder.
The honest position for most seed-stage founders is that the product isn't there yet. Half of what you...
Here's a cost of being the accidental PM that nobody puts a number on: the distance between what you meant and what got built.
You write the ticket at 11pm, between an investor call and whatever else was on fire that day. "Add filters to the dashboard." You know exactly what you...
