Work Style

Version: 1.8 (January 17, 2027)

I was inspired by Isaac Hepworth having his own “Working with Isaac” document that I had to create my own. It’s a useful tool to set expectations with your coworkers and partner teams.

Principles #

Humans come first #

Any team I’ve ever worked on delivered a product with help from many people, both within the team and outside it. My goal is to empower these people to be productive, achieve their goals, and get out of their way. Technology comes and goes but people remain at the core of everything that I do.

Feedback helps everyone be better #

Without feedback it’s very easy to fall back into one’s comfort zone and be unaware of weaknesses or issues. I ask for feedback frequently and from different parts of an organization. Don’t be surprised if I ask you for it as well.

I am also not stingy with providing feedback. If there is something that bothers me or I think has room for improvement, I will have that conversation. Radical candor is extremely important.

Leadership and knowledge see no level boundaries #

Looking at titles to determine whether the person is knowledgeable or has the right perspective is counterproductive. I treat everyone as someone who is extremely smart, passionate about solving complex problems, knows more than I do, and is looking to make the products and experiences I work on better.

Bias for action #

I prefer us setting up an A/B test or look at data instead of endlessly debating what’s right in never-ending meetings.

When there are resource constraints, I look at ways to get around those constraints by leveraging my skills and the skills of those around me. When there is no data, gut feel is fine - it helps us get started and be able to learn quickly. I’d rather learn by putting bits in front of customers than hypothesize with no end in sight about a perfect solution.

A great customer solution is the goal #

I don’t believe in having “turfs” or “areas of influence.” Empire building is a sure-fire recipe for mediocrity at best and failure at worst.

I am working hard to build a great product. If I can help with an area outside my comfort zone, I will gladly do so - just ask. If I can help a partner be unblocked, I will get right on it to make sure that they can move forward, while also being cognizant of our product priorities and vision.

There is no reason to be territorial or try to create spheres of influence for the sake of internal political gain.

Have fun solving problems #

No matter what project I work on, I will find what is fun about it. That doesn’t mean that I will squeeze entertainment out of a boring project. Instead, I focus on what is a puzzle to solve about it. Every problem is, in fact, a hidden opportunity, and the process to find that opportunity is fun.

Notes #

• I generally work within the boundaries of a typical work day. The time outside that (including weekends) is reserved for family and personal projects. I am not on company e-mail or IM during that time.
  • This is my own approach - you do you.
  • Mornings are for creative tasks that require deep thinking and ideation. Evenings are for structured, logical, and less demanding tasks. You’re more likely to receive answers to your emails from me in the afternoon.
• I generally don’t answer e-mails after hours or on weekends, with a few and occasional exceptions, that are just that - exceptions.
  • If you receive an email from me that is late at night or during off hours, this is most likely because I am triaging my inbox and not because I expect an answer that moment.
  • If it would be urgent, I would reach out to you in a way that is not e-mail.
• I do not answer emails or attend meetings during vacation time. I strongly believe that this time is crucial to recharging and focusing on my family. I encourage my peers and/or direct reports to do the same.
  • The corollary to the statement above is that I don’t expect anyone to answer my emails or IMs when they are on vacation. It can be done once you’re back.
• I am generally remote, but can be found in the office as well. The location depends on a lot of factors.
• I firmly believe that documentation takes precedence over in-person communication. Let’s write things down and have a conversation in the document or work item before setting up meetings or starting another long email thread. If something is not documented, it might as well not exist.
• Despite being remote, I believe in the value of face-to-face communication. It’s important to regularly meet with the people I work with to discuss how I can help and plug into existing workstreams.
  • If you see me in the office, I am always ready to have a conversation about product, priorities, technical architecture, or anything else that is top of mind for you - stop by.
• I write a lot. Writing allows me to flesh out my thoughts before sharing them broadly. Send me your comments in the document!
• Email threads that need narrative or long explanations should be documents.
• Instant messages that need long explanations or long email threads should be documents.
• I set up meetings to hash out ideas and build partnerships. I do not set up meetings for status updates. That can be done asynchronously.
• Before setting up a meeting, ask - “Can I write this down and will this be useful for others?”
• Most email is not urgent. If there is truly an urgent matter, please reach out to me during work hours or through other channels.
• I am serious about having focus time. That’s when I get the most impactful work done. If I haven’t answered your email or IM, I will do so within a reasonable time frame. I triage those requests in the afternoon or end of day, and tend to get to “Inbox Zero” weekly.
• I have no qualms with my work being seen by other partners or teams, unless absolutely necessary to keep things locked down (e.g., for security-related items). I am transparent about the documents and presentations I write. Want to know about something I work on? Ask and I will point you to the document or work item where that is outlined.
• Instead of sending status emails, I update work items and have written, internally accessible artifacts that you can refer to for the latest updates on a project.
• Occasionally you will get emails from me that announce new features or capabilities. Those will be infrequent.
• I like to stick to the top-right corner of the Impact/Effort matrix.
• I value honesty, inclusiveness, and directness. If you feel like I am missing the mark on anything, please call me out on it.
• My door is always open. Blocked? Need clarification? Have a question? Ask me! I will always be open to a discussion.
• Time for self-development is critical. I book regular times to do it and encourage others to do the same.
• I don’t micromanage. I trust that once you made a commitment, you will hold yourself accountable to it.
• If I see a trust relationship breaking, I will have an honest conversation about it and discuss what mechanisms we can put in place to fix it. Most issues can be addressed with candid communication.
• As a product manager, I strongly believe in the importance of being an expert in customer problems and pain points. I expect other PMs, engineers, and partners to have a deep understanding of their customers and their product data - and I will help create shared context wherever I can. Without it, success is not possible.
• Health and family always come first. I expect you to go and take care of family members who are sick or in need of your assistance (that applies to you as well) before you even think of work.
• I set a high bar for myself - I aim to get things done, stay true to my word, bring a positive attitude, and be accountable for my deliverables. Intentional and deliberate “coasting” and mediocrity is not something that I have any appetite for and will find every way possible to bypass it if it becomes a blocker for my and my team’s work.
• It’s all about trade-offs. If we work together, I want to understand what trade-offs you’re making around your decisions, and what trade-offs you expect my team to make.
• I have a zero-tolerance policy for toxicity. Rude and uncooperative attitude, harassment, or off-the-cuff remarks that put others down are a guaranteed way for us not to work together.