Jesse Spevack

Curious: has anyone found a particular sub-agent role or setup that's been especially powerful? Would love to compare notes. I've been experimenting with Claude agent teams lately, and one thing stands out: the software paradigms we've always relied on (API design, test coverage, modularity) matter more when working with AI, not less. Giving each sub-agent a specific role (Team Lead, Frontend Dev, Backend Dev, QA Engineer) produced noticeably better results than asking one agent to do everything. Wrote up what I learned using a calculator app as the example. Link in the comments.

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rqlite -- and the way I develop it -- is fundamentally changing. LLMs are in the loop -- from ideation to Pull Request. https://lnkd.in/ejwXGddR

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We don’t talk enough about this kind of leadership. Last week, forgecode shipped a feature that degraded response quality. Instead of hiding it, they: - Admitted the mistake publicly - Explained what went wrong - Fixed it promptly In the AI space, it’s easy to chase growth at all costs. But accountability is what builds real trust. The companies that own their mistakes and put customers first? They’re the ones that will win long-term. We need more of this energy in tech.

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Working in product, design, or engineering? It's time to sharpen your product discovery skills! Pendo's *free* Product Discovery Certification Course will teach you how to validate ideas, align with customer needs, and build better products.

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After almost a decade working in corporate tech, joining WhereWeGo was a heartening return to the social impact work that had kick-started my initial interest in this field. It's been a little over a year, and what I've appreciated most is the thoughtfulness with which our team engages with our client's biggest problems, from dreaming big of initial designs to continuing polish after launch. While celebrating a big update or using a hot new technology is nice, they're not the point - our north star is about making a real difference for the communities our clients serve. This report shows that level of care and has some great insights - I hope you give it a read!

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The customer is not always right, but they’re never wrong. That tension is at the heart of product work. We’re taught to listen. Talk to users. Run discovery. Prioritize outcomes. That’s the JTBD, customer-informed, value-driven approach. It’s where good product work begins. But then come the quotes from Jobs, Ford, and others. "If I had asked people, they would have asked for faster horses." "People don’t know what they want until you show it to them." Suddenly, we are told to stop listening and start leading. Invent the future. Anticipate what no one is asking for. It creates a real pull between two mindsets: 🟣 Listen first vs. lead first 🟣 Servant to the customer vs. shaper of the market 🟣 Validation vs. invention The truth is, most great product work sits in the middle. The best PMs are not order takers or solo geniuses. They are translators. They take what users say, find what they actually need, and build something that creates real progress. They listen hard but don’t treat every request as gospel. They lead with a point of view but stay grounded in real-world problems. Being customer-led doesn’t mean building everything customers ask for. Being visionary doesn’t mean ignoring the people you are here to serve. It is not either-or. It is a tension. And learning to work inside that tension is the real job. Curious how others think about this. Where do you follow feedback, and where do you trust your gut? #productmanagement #JTBD #productstrategy #leadership #innovation

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The best sign your team is moving fast? When other engineers start pointing it out publicly (unprompted). This type of speed doesn’t come from top down mandates (you can't fake it). It comes from a culture where everyone feels real ownership and obsesses over the customer experience. Speed is the only real moat startups have. And once you lose it, it’s almost impossible to get it back. That’s why we’re constantly watching for early signs of drag and doing everything we can to protect velocity. For us, that starts with who we hire. We’ve taken our time building the team, and set a very high bar for who we bring on. It's also a reason why 50% of our engineering team are former founders, who naturally bring that mindset to everything they do. That compounds week over week. And before you know it, people outside the company start noticing too.

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If the job of PM is to embody the voice of the customer, then explicit PM roles are less required the more your builders embody the customer directly. The inverse is also true. e.g. DevTools need less. Healthcare needs more.

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This is an important article written by Rick Turoczy. It’s hard enough starting a company in Oregon. The legislature just made it even less desirable.

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It seems pretty clear to me that the fastest moving product teams will be those that are obsessed with building systems that review and revise code from agents to be clean, fast, and secure. Put amazing engineers on this task full time. Then give the people who know your product, customers, and space a ton of tokens to create code that goes through that system and comes out shippable product work.

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