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{ "episode": { "guest": "Jules Walter", "expertise_tags": [ "Product Management", "Growth PM", "Monetization", "Leadership", "Mentorship", "Diversity in Tech", "Career Development", "EQ Skills", "Slack", "YouTube" ], "summary": "Jules Walter is a product leader at YouTube who spent 4.5 years at Slack as their first growth PM, later leading monetization and mobile teams. He co-founded Black Product Managers Network and CodePath to increase diversity in tech. In this conversation with Lenny Rachitsky, Jules explores the most important skills for PM career advancement, categorizing them into IQ skills (execution, product sense, strategy, interviewing) and EQ skills (communication, leadership, management). He emphasizes that early career success comes from IQ skills, but advancement requires developing EQ. Jules shares practical frameworks for skill development: setting outcome-based goals, learning from mentors, observing great PMs, asking for specific feedback, and building muscles through consistent practice over time. He discusses how to find and build mentor relationships by making small asks, showing appreciation, and creating value for mentors.", "key_frameworks": [ "IQ vs EQ skill buckets", "Outcome-driven learning approach", "Understand-Identify-Execute growth framework", "Strength identification (what people say you're good at but you dismiss)", "Strength-weakness dial (context-dependent)", "Small ask mentorship approach", "Mock interview practice methodology", "Feedback seeking with specific framing", "Deliberate practice with observation", "Skill-focused learning timelines (3-6 months per skill)" ] }, "topics": [ { "id": "topic_1", "title": "Introduction and Background", "summary": "Jules shares his journey from Haiti through computer science, business school, and medical devices work, to founding a startup and eventually breaking into tech in the Bay Area. He outlines his progression through Slack as first growth PM to YouTube product leader.", "timestamp_start": "00:00:00", "timestamp_end": "00:06:05", "line_start": 1, "line_end": 53 }, { "id": "topic_2", "title": "Getting into Product Management", "summary": "Jules discusses the difficulty of breaking into PM roles and the paths available: joining startups or switching from other roles at companies. He emphasizes the importance of interviewing skills as a barrier and shares his experience barely getting into Slack.", "timestamp_start": "00:06:05", "timestamp_end": "00:08:14", "line_start": 54, "line_end": 80 }, { "id": "topic_3", "title": "Extracurricular Nonprofits and Diversity Work", "summary": "Jules describes co-founding CodePath (training underrepresented software engineers) and Black Product Managers Network, growing from an informal meetup of 15 Black PMs in 2016 to over 1,000 members. He shares the origin story of meeting Maryanna Quigless at a barbecue.", "timestamp_start": "00:08:14", "timestamp_end": "00:12:03", "line_start": 81, "line_end": 102 }, { "id": "topic_4", "title": "IQ Skills: Execution, Product Sense, and Strategy", "summary": "Jules outlines the intellectual skills critical for early career PM success: execution, product sense, strategy, and interviewing. He emphasizes that these hard skills provided immediate value at Slack and were foundational to his advancement.", "timestamp_start": "00:12:50", "timestamp_end": "00:14:49", "line_start": 106, "line_end": 112 }, { "id": "topic_5", "title": "The Critical but Overlooked Skill of Interviewing", "summary": "Jules makes the case that interviewing is an underrated skill that determines access to great companies. He discusses the lack of feedback from interviews, the importance of mock interviews, and the additional psychological barriers faced by underrepresented candidates.", "timestamp_start": "00:14:49", "timestamp_end": "00:19:48", "line_start": 113, "line_end": 165 }, { "id": "topic_6", "title": "EQ Skills: Communication, Leadership, and Management", "summary": "Jules explains that advancement beyond early career requires developing EQ skills. He describes communication evolving from clarity to storytelling to empathetic audience adaptation, and highlights the difficulty of learning EQ compared to IQ skills.", "timestamp_start": "00:20:57", "timestamp_end": "00:26:30", "line_start": 181, "line_end": 212 }, { "id": "topic_7", "title": "Identifying and Working with Personal Patterns", "summary": "Jules shares his discovery through mentor Lawrence Ripsher that he withdraws when stressed, leading others to think he's disengaged. He discusses how mentors can help identify blind spots and how self-awareness enables behavioral adjustments.", "timestamp_start": "00:24:26", "timestamp_end": "00:28:45", "line_start": 196, "line_end": 219 }, { "id": "topic_8", "title": "Outcome-Driven Learning Methodology", "summary": "Jules describes his core learning approach: setting a concrete outcome to drive, working backwards to identify necessary frameworks and questions, finding experts to mentor him through these questions, and iterating with feedback. He uses growth at Slack as the worked example.", "timestamp_start": "00:30:24", "timestamp_end": "00:35:14", "line_start": 226, "line_end": 252 }, { "id": "topic_9", "title": "Learning Through Observation and Artifact Reverse-Engineering", "summary": "Jules discusses studying great PMs by attending their meetings, reading their strategy documents, and saving templates of excellent work. He emphasizes learning from iteration not just final products, and the value of having access to real company artifacts.", "timestamp_start": "00:35:46", "timestamp_end": "00:40:25", "line_start": 259, "line_end": 287 }, { "id": "topic_10", "title": "Learning EQ Through Feedback, Coaching, and Reflection", "summary": "Jules shares methods for developing EQ skills: reading (Pyramid Principle), saving great communication examples, asking for feedback, working with coaches, doing group coaching with Pathways to Leadership, and spending time reflecting on observed patterns.", "timestamp_start": "00:40:36", "timestamp_end": "00:42:45", "line_start": 292, "line_end": 309 }, { "id": "topic_11", "title": "Focused Skill Development Over Time", "summary": "Jules explains his approach of focusing on one skill at a time for 3-6 months, engaging with it weekly and practicing towards a related outcome. He contrasts this with surface learning and emphasizes that EQ skill development is like muscle-building that requires continuous practice.", "timestamp_start": "00:42:53", "timestamp_end": "00:45:25", "line_start": 313, "line_end": 327 }, { "id": "topic_12", "title": "Current Work: Deep Listening", "summary": "Jules shares that he's currently working on listening skills beyond problem-solving, focusing on creating space for others and helping them feel heard. He references Matt Mochary's podcast appearance for frameworks.", "timestamp_start": "00:45:25", "timestamp_end": "00:45:38", "line_start": 328, "line_end": 333 }, { "id": "topic_13", "title": "Tactical Approaches to Getting Feedback", "summary": "Jules details specific techniques for requesting feedback: asking very specific questions about specific behaviors, self-critiquing first to lower risk, and most importantly, responding with enthusiastic gratitude to encourage future feedback.", "timestamp_start": "00:45:51", "timestamp_end": "00:47:51", "line_start": 337, "line_end": 348 }, { "id": "topic_14", "title": "The Value of Subjective, Vulnerable Feedback", "summary": "Jules discusses how the most valuable feedback is subjective and comes from trust: how people feel when interacting with you, patterns they've observed, and how you come across. He gives examples of feedback that he values (appearing angry when focused, sounding junior when asking questions).", "timestamp_start": "00:48:55", "timestamp_end": "00:51:05", "line_start": 353, "line_end": 368 }, { "id": "topic_15", "title": "Identifying Strengths vs Fixing Weaknesses", "summary": "Jules shares Lawrence Ripsher's framework: strengths are things people consistently say you're good at that you don't think are a big deal. He uses the fish-swimming analogy and explains how identifying strengths (networking, asking questions) is more valuable than fixing weaknesses.", "timestamp_start": "00:51:28", "timestamp_end": "00:53:09", "line_start": 373, "line_end": 378 }, { "id": "topic_16", "title": "Understanding the Strength-Weakness Dial", "summary": "Jules explains that strengths and weaknesses aren't binary but context-dependent dials. His strength of asking great questions can come across as junior if asked without context; his ability to simplify can make him quiet in early discussions. Understanding this dial empowers better behavior calibration.", "timestamp_start": "00:53:09", "timestamp_end": "00:55:10", "line_start": 379, "line_end": 385 }, { "id": "topic_17", "title": "Key Mentors and Their Contributions", "summary": "Jules lists major mentors including Bangaly Kaba (growth frameworks at Slack), Lawrence Ripsher (strengths and self-awareness), Aaron Teague (brought him to Google), Bradley Horowitz (leadership thinking), and Nikhyl Singhal (PM career). He emphasizes the diversity of his mentor network.", "timestamp_start": "00:55:35", "timestamp_end": "00:56:41", "line_start": 388, "line_end": 401 }, { "id": "topic_18", "title": "What to Look for in a Mentor", "summary": "Jules identifies two key mentor qualities: expertise in something specific he wants to improve, and the ability to explain it clearly. He notes many skilled people can't explain their expertise, making explanation ability a critical filter.", "timestamp_start": "00:56:41", "timestamp_end": "00:57:41", "line_start": 401, "line_end": 403 }, { "id": "topic_19", "title": "Where to Find Mentors: Events and Networks", "summary": "Jules describes finding mentors through conferences, dinners, fundraisers, and email introductions. He emphasizes that the hard part isn't location but identifying the right person and getting a foot in the door, which requires a strategic approach.", "timestamp_start": "00:57:41", "timestamp_end": "01:00:29", "line_start": 404, "line_end": 412 }, { "id": "topic_20", "title": "The Small Ask Mentorship Approach", "summary": "Jules advocates for making the smallest possible initial ask to mentors: specific, email-answerable questions rather than meeting requests. He shares examples of asking a product head about one specific product example rather than requesting a call.", "timestamp_start": "00:57:41", "timestamp_end": "00:59:30", "line_start": 404, "line_end": 409 }, { "id": "topic_21", "title": "Building Mentor Relationships Over Time", "summary": "Jules emphasizes the importance of closing the loop with mentors by showing how their advice was used. He then gradually increases asks over time as the relationship deepens, eventually moving from email to occasional meetings.", "timestamp_start": "00:59:30", "timestamp_end": "01:01:26", "line_start": 410, "line_end": 428 }, { "id": "topic_22", "title": "Ongoing Mentor Meetings and Conversation Topics", "summary": "Jules describes bringing specific, current challenges to mentor meetings rather than generic questions about career paths. He emphasizes note-taking, referencing prior conversations, asking personal follow-ups, and looking for ways to provide value back to mentors.", "timestamp_start": "01:02:09", "timestamp_end": "01:05:22", "line_start": 431, "line_end": 451 }, { "id": "topic_23", "title": "Final Thoughts on PM Learning and Patience", "summary": "Jules advises that PM skill development is difficult but rewarding. He emphasizes patience with the learning process, realistic timelines, understanding that learning is muscle-building requiring consistent practice, and the importance of getting feedback on implementation.", "timestamp_start": "01:05:31", "timestamp_end": "01:06:58", "line_start": 454, "line_end": 461 }, { "id": "topic_24", "title": "Lightning Round: Books, Podcasts, Media, and Interview Questions", "summary": "Jules recommends Never Split the Difference by Chris Voss and Connect by Carole Robin for PM development. He enjoys Lex Fridman podcast, Top Gun: Maverick and Never Have I Ever as media. His interview question focuses on growth mindset by asking what people are trying to get better at.", "timestamp_start": "01:07:10", "timestamp_end": "01:09:24", "line_start": 466, "line_end": 504 } ], "insights": [ { "id": "i1", "text": "Getting into product management is genuinely hard and there's no single set path. The most common routes are either joining a startup and becoming a PM there, or developing domain expertise at a company and transitioning internally.", "context": "Early career paths to PM", "topic_id": "topic_2", "line_start": 68, "line_end": 68 }, { "id": "i2", "text": "Interviewing skill is a critical but overlooked barrier that determines access to great companies. Most people don't practice with actual mock interviews, and unlike other skills, you receive zero feedback after interviews, making it harder to improve.", "context": "Interview skill importance", "topic_id": "topic_5", "line_start": 134, "line_end": 140 }, { "id": "i3", "text": "Underrepresented candidates face additional psychological barriers during interviews beyond skill gaps: walking into rooms where nobody looks like them, worrying about bias, managing self-doubt while solving complex problems.", "context": "Systemic barriers in hiring", "topic_id": "topic_5", "line_start": 158, "line_end": 164 }, { "id": "i4", "text": "PM skill development splits into two buckets: IQ skills (execution, product sense, strategy) which provide early career wins, and EQ skills (communication, leadership, management) which become critical for advancement.", "context": "Skill categorization framework", "topic_id": "topic_4", "line_start": 106, "line_end": 110 }, { "id": "i5", "text": "EQ skills are significantly harder to learn than IQ skills because they're highly individual (you work on different things than another person), require extensive self-awareness, and need continuous maintenance like building muscle.", "context": "EQ learning difficulty", "topic_id": "topic_6", "line_start": 184, "line_end": 186 }, { "id": "i6", "text": "Personal patterns under stress significantly impact how others perceive you and your effectiveness. Jules's withdrawal when stressed made colleagues think he was disengaged; once aware, he could externalize his thinking to counter this perception.", "context": "Self-awareness and stress patterns", "topic_id": "topic_7", "line_start": 200, "line_end": 201 }, { "id": "i7", "text": "The most effective learning approach for PMs: identify a concrete outcome you want to achieve, work backwards to understand what frameworks and questions you need to answer, find domain experts to help answer those questions, and iterate based on results.", "context": "Outcome-driven learning methodology", "topic_id": "topic_8", "line_start": 227, "line_end": 236 }, { "id": "i8", "text": "Having access to real company artifacts (strategy documents, vision statements, roadmaps, executive updates) is one of the highest-value benefits of working at a world-class company. Most people never see these outside of employment.", "context": "Learning from artifacts", "topic_id": "topic_9", "line_start": 272, "line_end": 282 }, { "id": "i9", "text": "Most learning happens through iterations and backstage work, not final products. Watching someone write their strategy outline, revise, get feedback, and refine teaches more than seeing the polished final version.", "context": "Learning through process observation", "topic_id": "topic_9", "line_start": 281, "line_end": 282 }, { "id": "i10", "text": "People are generally eager to help if asked genuinely and specifically. The barrier isn't willingness but approach: most people ask too broadly (like requesting a call) when they should make the smallest possible ask.", "context": "Mentor accessibility", "topic_id": "topic_19", "line_start": 250, "line_end": 251 }, { "id": "i11", "text": "One skill at a time for 3-6 months produces better results than trying to improve multiple skills simultaneously. Allocate dedicated time weekly (like 3 hours for one hour daily) and practice the skill toward a related outcome.", "context": "Focused skill development timing", "topic_id": "topic_11", "line_start": 313, "line_end": 320 }, { "id": "i12", "text": "Giving enthusiastic, genuine gratitude for feedback is critical to encouraging more feedback. People often hold back because they're unsure if feedback will be received well; visible enthusiasm signals openness.", "context": "Feedback reception psychology", "topic_id": "topic_13", "line_start": 340, "line_end": 347 }, { "id": "i13", "text": "The most valuable feedback is subjective and comes from people who trust you: how you make them feel, patterns they've observed, how you come across. This requires building psychological safety first.", "context": "Feedback quality hierarchy", "topic_id": "topic_14", "line_start": 353, "line_end": 363 }, { "id": "i14", "text": "Strengths are often things people consistently tell you you're good at that you personally dismiss as 'not a big deal.' Your fish doesn't think swimming is a strength. Identifying these is more valuable than fixing weaknesses.", "context": "Strength identification paradox", "topic_id": "topic_15", "line_start": 374, "line_end": 377 }, { "id": "i15", "text": "Strengths and weaknesses aren't binary but context-dependent dials. The same strength can become a liability depending on context. Understanding this enables targeted behavior adjustment rather than wholesale change.", "context": "Strength-weakness spectrum", "topic_id": "topic_16", "line_start": 382, "line_end": 384 }, { "id": "i16", "text": "Most people don't understand how to ask good questions of mentors. The smallest possible ask that can be answered quickly (via email in 2 minutes) is far more likely to be answered than a broad meeting request.", "context": "Effective mentor outreach", "topic_id": "topic_20", "line_start": 404, "line_end": 407 }, { "id": "i17", "text": "The relationship-building progression with mentors: make a small ask, get advice, show you applied it and explain the results, wait some time, then make a slightly larger ask (like a brief meeting). Over time this can evolve into regular mentorship.", "context": "Mentor relationship progression", "topic_id": "topic_21", "line_start": 410, "line_end": 411 }, { "id": "i18", "text": "Most mentee-mentor interactions are transactional. Standing out means: taking notes, referencing previous conversations in follow-ups, asking personal questions about their lives, and identifying ways you can help them.", "context": "Mentor relationship quality", "topic_id": "topic_22", "line_start": 434, "line_end": 437 }, { "id": "i19", "text": "PM skill development is a long process requiring patience. Early career feels slow because you're learning muscle-building, not just reading. Real progress appears over months and years as you set yourself apart from peers.", "context": "Realistic learning timelines", "topic_id": "topic_23", "line_start": 455, "line_end": 456 }, { "id": "i20", "text": "Learning PM skills requires the mental model that reading content alone is insufficient. You must read, implement, get feedback on implementation, reflect, and adjust. This is fundamentally different from passive learning.", "context": "Active learning requirements", "topic_id": "topic_23", "line_start": 455, "line_end": 456 } ], "examples": [ { "id": "ex1", "explicit_text": "I joined Slack early 2016... I did not know anything about growth, but I was like, 'Hey, this is my way in at such a great company.'", "inferred_identity": "Slack", "confidence": "high", "tags": [ "Slack", "growth", "first growth PM", "early career", "career entry", "joining company", "skill development" ], "lesson": "Sometimes you take a job in an area you don't know because the company opportunity is strong, then lean on mentorship to learn the skill.", "topic_id": "topic_8", "line_start": 74, "line_end": 74 }, { "id": "ex2", "explicit_text": "Within six months, I was able to ship changes in the new user experience, especially on mobile. That moved the needle by a lot, like double-digit percentages... And we're talking about top line metrics like activation.", "inferred_identity": "Slack growth work", "confidence": "high", "tags": [ "Slack", "growth", "mobile", "activation", "user experience", "experimentation", "double-digit impact" ], "lesson": "With good mentorship and focused effort, you can drive significant impact (double-digit percentage improvements) on key metrics within a short timeframe.", "topic_id": "topic_8", "line_start": 80, "line_end": 80 }, { "id": "ex3", "explicit_text": "I joined revenue was around 50 million; when I left roughly four years ago was 10x that.", "inferred_identity": "Slack growth period", "confidence": "high", "tags": [ "Slack", "hypergrowth", "revenue scaling", "50M to 500M", "PM impact", "growth trajectory" ], "lesson": "Being a PM at a hypergrowth company means witnessing and contributing to exponential business growth, which provides unparalleled learning.", "topic_id": "topic_1", "line_start": 38, "line_end": 38 }, { "id": "ex4", "explicit_text": "I think it was around 2016, I was at a barbecue. I met another Black PM, Maryanna Quigless... 'Hey, I bet we can list all the Black PMs we know.' And we had basically roughly 15 between the two of us.", "inferred_identity": "Maryanna Quigless at Facebook", "confidence": "high", "tags": [ "Black PMs", "community formation", "barbecue meeting", "networking", "diversity initiative", "15 PMs" ], "lesson": "Casual conversations at social events can spark the realization that a problem is solvable and lead to organizing solutions.", "topic_id": "topic_3", "line_start": 95, "line_end": 96 }, { "id": "ex5", "explicit_text": "CodePath... we train over 5,000 students every year at universities, typically the university with strong underrepresented populations, and we help them find internships and jobs at top tech companies.", "inferred_identity": "CodePath nonprofit", "confidence": "high", "tags": [ "CodePath", "nonprofit", "diversity", "students", "5000 annual", "internships", "jobs", "underrepresented" ], "lesson": "A nonprofit addressing a real need can scale quickly by focusing on universities with underrepresented student populations.", "topic_id": "topic_3", "line_start": 86, "line_end": 86 }, { "id": "ex6", "explicit_text": "I graduated from MIT and I think even since internship times in '07, I'd interviewed for roles at Google and I didn't get those roles or Meta or various other companies.", "inferred_identity": "Jules Walter at Google and Meta", "confidence": "high", "tags": [ "Google", "Meta", "interview failures", "MIT", "persistence", "multiple rejections", "career patience" ], "lesson": "Even candidates from top schools with strong credentials may face multiple rejection cycles at major tech companies before eventually getting in.", "topic_id": "topic_5", "line_start": 134, "line_end": 134 }, { "id": "ex7", "explicit_text": "Bangaly Kaba... helped me figure out how to grow Slack... Understand, identify, execute. Spend a lot more of your time understanding why people aren't staying on Slack versus anything else.", "inferred_identity": "Bangaly Kaba at Facebook", "confidence": "high", "tags": [ "Bangaly Kaba", "growth framework", "understand-identify-execute", "activation", "user retention", "mentorship" ], "lesson": "The most valuable growth framework is spending disproportionate time understanding the problem before identifying and executing solutions.", "topic_id": "topic_8", "line_start": 233, "line_end": 233 }, { "id": "ex8", "explicit_text": "Lawrence Ripsher. He was head of product at Pinterest... One day I was preparing for... a representation and he was like, 'Hey, I've noticed that when you are thinking, you're just quiet.'", "inferred_identity": "Lawrence Ripsher at Pinterest", "confidence": "high", "tags": [ "Lawrence Ripsher", "Pinterest", "mentorship", "feedback", "pattern recognition", "communication", "self-awareness" ], "lesson": "The most impactful mentors notice behavioral patterns and give you honest feedback about how others perceive you.", "topic_id": "topic_7", "line_start": 200, "line_end": 200 }, { "id": "ex9", "explicit_text": "There's this person who came to Slack, he was head of product of a major company... spoke about finding the heat for products. I reached out in the evening and I was like, 'Hey, thanks so much for speaking today... Is there an example of product that you think was created with this approach?'", "inferred_identity": "Head of product speaker at Slack", "confidence": "medium", "tags": [ "Slack", "speaker", "product methodology", "heat concept", "cold outreach", "specific question", "email" ], "lesson": "The most effective mentorship requests ask a specific, two-minute-answerable question rather than requesting a meeting.", "topic_id": "topic_20", "line_start": 407, "line_end": 407 }, { "id": "ex10", "explicit_text": "There's currently the CEO of a top tech company I met an event. She spoke there and then she gave some advice... Then at some point I was like, 'Hey, I've applied your problem trend competency framework to crafting the mission for my nonprofit.'", "inferred_identity": "Tech CEO", "confidence": "low", "tags": [ "CEO", "nonprofit", "mission statement", "mentorship progression", "follow-up", "closure" ], "lesson": "Closing the loop with mentors by showing them how you applied their advice is the key to deepening relationships and earning future asks.", "topic_id": "topic_21", "line_start": 410, "line_end": 410 }, { "id": "ex11", "explicit_text": "I want to focus on observing great PMs... I sometimes crash presentation audits PMs give to executives, just to see how they handle questions.", "inferred_identity": "PMs at YouTube/Slack", "confidence": "medium", "tags": [ "Google", "Slack", "observation", "executive presentations", "learning", "skill development", "osmosis" ], "lesson": "One of the highest-value learning activities is sitting in on excellent PMs presenting to executives to observe how they handle pressure and questions.", "topic_id": "topic_9", "line_start": 263, "line_end": 263 }, { "id": "ex12", "explicit_text": "I had somebody ask like, 'Tell me. Hey, sometimes when you ask questions, you sound more junior.' And I was like, 'Huh.'", "inferred_identity": "Unnamed feedback giver", "confidence": "low", "tags": [ "feedback", "questions", "seniority perception", "communication style", "mentorship", "vulnerability" ], "lesson": "Providing context before asking questions signals seniority; asking questions without context makes you sound less experienced.", "topic_id": "topic_14", "line_start": 356, "line_end": 356 }, { "id": "ex13", "explicit_text": "I saw a similar process, where we got to know each other mostly via email and led to the other... we try to help each other.", "inferred_identity": "Lenny Rachitsky relationship", "confidence": "high", "tags": [ "Lenny Rachitsky", "email relationships", "mentorship", "mutual help", "network building" ], "lesson": "Meaningful professional relationships can develop primarily through email exchanges without requiring in-person meetings.", "topic_id": "topic_22", "line_start": 449, "line_end": 449 }, { "id": "ex14", "explicit_text": "Aaron Teague is another friend and mentor who brought me to Google, actually.", "inferred_identity": "Aaron Teague at Google", "confidence": "high", "tags": [ "Aaron Teague", "Google", "mentor", "recruitment", "career transition" ], "lesson": "Mentors can play an active role in opening doors to great companies.", "topic_id": "topic_17", "line_start": 395, "line_end": 395 }, { "id": "ex15", "explicit_text": "Bradley Horowitz, former VP of Google Photos, also helped me in terms of how do you think about leadership and so on.", "inferred_identity": "Bradley Horowitz at Google", "confidence": "high", "tags": [ "Bradley Horowitz", "Google Photos", "VP", "leadership", "mentorship" ], "lesson": "Senior leaders at major companies often serve as mentors to help develop leadership thinking.", "topic_id": "topic_17", "line_start": 395, "line_end": 395 }, { "id": "ex16", "explicit_text": "Nikhyl Singhal, VP at Meta helped me with PM career.", "inferred_identity": "Nikhyl Singhal at Meta", "confidence": "high", "tags": [ "Nikhyl Singhal", "Meta", "VP", "PM career", "mentorship", "email introduction" ], "lesson": "Cold email introductions can lead to valuable mentorship relationships.", "topic_id": "topic_17", "line_start": 395, "line_end": 395 }, { "id": "ex17", "explicit_text": "I'm at Google... driving a product called Primetime Channels... we're bringing streaming services to YouTube so that users can watch their favorite movies, shows, and sports content.", "inferred_identity": "YouTube Primetime Channels", "confidence": "high", "tags": [ "YouTube", "Primetime Channels", "streaming", "product launch", "Google", "sports content" ], "lesson": "Large tech platforms can successfully bundle third-party streaming services to create a comprehensive entertainment offering.", "topic_id": "topic_1", "line_start": 38, "line_end": 38 }, { "id": "ex18", "explicit_text": "We just recently you announced that we're adding NFL Sunday Ticket in 2023 to primetime channels and also to YouTube TV.", "inferred_identity": "YouTube/Google announcement", "confidence": "high", "tags": [ "YouTube", "NFL Sunday Ticket", "sports", "streaming", "exclusive content", "partnership" ], "lesson": "Exclusive live sports content (NFL) is a significant acquisition for streaming platforms seeking to compete in entertainment.", "topic_id": "topic_1", "line_start": 50, "line_end": 50 }, { "id": "ex19", "explicit_text": "What I do is I try to identify what's the best practice for something. For example, let's say strategy... I get these artifacts and I reverse engineering them.", "inferred_identity": "Strategy artifact study at Google/Slack", "confidence": "medium", "tags": [ "strategy", "artifacts", "reverse engineering", "best practices", "learning", "documentation" ], "lesson": "Studying excellent strategy documents by reverse-engineering them (asking what questions they answer) teaches strategic thinking more than generic frameworks.", "topic_id": "topic_9", "line_start": 260, "line_end": 260 }, { "id": "ex20", "explicit_text": "I read a little bit, not a lot about the topic... Then I refine my questions and then I find the best people in the field and I just go talk to them.", "inferred_identity": "Jules's learning methodology", "confidence": "high", "tags": [ "learning", "frameworks", "mentorship", "questions", "efficiency", "minimal reading" ], "lesson": "Spend minimal time reading general knowledge, then find and directly talk to domain experts to answer specific questions.", "topic_id": "topic_8", "line_start": 230, "line_end": 230 } ] }