Let It Marinate

When I'm trying to solve a problem and my brain starts running around in circles like a headless chicken, I like to smash the "I'm going to bed to let it marinate" button.

At that point, there's no way to push my stubborn brain to explore other ideas. The brain is tired and moody.

Stepping away is progress because you trust your brain to do its thing while you sleep. Don't do this during the day, though; your colleagues won't appreciate it.

I know when I wake up, I'll have a dozen (okay, maybe a couple) fresh angles and new ways to tackle the problem. Magic!

Tough run today. I planned for 7km plus sprints but ended up with just 5km. Everything was sore - feet, calves, hammies, glutes. My energy was low too. It was hot. It was a slog. It wasn't pretty.

But that's alright. The main thing is showing up and doing the best I can on the day.

I'll give my legs a rest tomorrow, then on Thursday, I'll do some easy hill running/walking. I won't push it too hard - just easing into the hills.

123 days until UTA50 in the Blue Mountains.

Tough Love, Strong Teams

Currently refreshing my memory on Radical Candor by Kim Scott. These quotes are amazing:

The best way to keep superstars happy is to challenge them and make sure they are constantly learning.

As you probably know, for every piece of subpar work you accept, for every missed deadline you let slip, you begin to feel resentment and then anger. You no longer just think the work is bad: you think the person is bad. This makes it harder to have an even-keeled conversation. You start to avoid talking to the person at all.

Trust Over Control

Most people think leadership is about control. They assume great leaders are the ones who tell people what to do, make all the calls and keep everyone in line.

That's outdated thinking.

The best leaders don't control. They share context & intent, inspire, empower and trust their teams to make mistakes.

Control stifles. Trust unleashes potential.

Leg day this morning:

• Started with a 1km easy run to warm up
• The leg extensions and leg curls on the machines.
• Lunges, with 2x12kg kettlebells, 40mx2
• Burpee broad jumps, 60m
• Wall balls, 10kg x 30

Impact Over Firefighting

Bad leaders like convenience over value.

They push those who make their lives easier - small tasks, fire drills and ego bosts. Problem solvers, whose work eliminates chaos, go unnoticed because their success erases the memory of the problem itself.

Leaders fear losing their “firefighters” more than those who ensure a fire never starts. The latter rarely gets rewarded.

The title "Product Owner" shouldn't exist

Product Managers own the full lifecycle - strategy, discovery and delivery. Product Owners focus narrowly on Agile delivery. Splitting these roles fragments accountability and muddies product development.

True impact comes from roles with full ownership.

A short, hilly run near Avalon Beach. Hot, tough but absolutely beautiful.

Clarity Over Complexity

A strategy isn't about looking smart. It's about making sure everyone understands it.

Clarity beats complexity in any organisation. A strategy packed with jargon or overblown ideas creates confusion, not action. The goal is alignment - getting everyone moving in the same direction with confidence.

Simple, clear strategies win because they get executed.

Leah Tharin - The Death of Classical Sales in B2B SaaS

📘 Sales teams built around short-term incentives create long-term drag. Here's what's happening inside most B2B SaaS companies. Sales reps like “Gary” overpromise because they're incentivised to close deals, not build sustainable value. Product and support teams get blindsided. Customers churn. Internal trust crumbles. Gary's just doing what he's paid for - but the cost to the business is compounding.
📘 The future isn't no-sales. It's product-led... read more

You join a team meeting and just listen.

The team is in control - they cover the options, ask thoughtful questions and share feedback.
You watch them gelling, getting in the flow.
They are considering all the right angles: customer, business and tech.
The conversation moves naturally. They are calm and focused.

They don't even need you there and it feels amazing!

I'm going to miss out on the Sydney Marathon in August as I didn't get an invite 😭. I'll have to find an alternative place to run a marathon. It's a pretty cool experience and wanted to do it again.

Anyway, I just came back from another run. I did the same routine as on Tuesday (6km easy run plus sprints) and somehow got PBs in 400m (1m 19s) and 100m (17.6s). I didn't expect that at all as my legs felt a bit heavy. But here we go. Making progress. Really enjoying the sprints at the moment.

Did another body scan, the first since July, just before Hyrox.
As expected, I gained a bit of fat during my trip to Japan. The percentage was probably higher right after the trip but I've likely dropped some in the last few weeks of training.

My goal is to get under 15%. It's been almost a week without snacks or sugar. I stick to breakfast, lunch and dinner. The only thing I allow myself to eat in between is carrots 🥕

Customers Aren’t Always Right - Their Problems Are

Prioritising customer requests purely by volume is a bad choice.

Volume doesn't mean this is the right problem to solve.
But it still blinds teams.

Yes, customer feedback is great for spotting patterns and surfacing needs. But raw demands don't point to the best answer. Building features based solely on who shouts loudest will result in bloated products or patchwork fixes that don't scale.

A client might demand Feature X but their request likely reflects a deeper pain point solvable in a more elegant, cheaper, faster and more beneficial way.

Strong product teams distil customer insights. Instead of asking: "What do customers want?" ask: "What problem are they trying to solve?".

Your customer problems are your problems.

I created another illustration. This time, it's the famous Vienn Diagram!

The journey to UTA50 has just begun! I'm gradually building mileage, adding sprints at the end of sessions and getting used to running on tired legs.

Tonight's run was an easy 6km at a 6:25 pace, followed by sprints:
400m x 1
200m x 2
100m x 4

I'll keep track of my progress as I work on improving my speed.

Clear Problems, Focused Teams

Engineers love clarity. The most important problem defines the mission.

A disjointed list of tickets signals confusion, while a vague objective offers no direction. Great work emerges when the goal is clear, focused and free of jargon.

When the problem is precise, teams know exactly where to aim.

Clarity in the Pause

It's not working harder. It's stepping back.

The answer isn't hidden. It's waiting for a moment of space, when the mind quietly connects what was already there. That's the brilliance of stepping away.

When it clicks, everything changes.

One realisation I had was that I want to create and share a “manual of me.” Something to help others understand how I work and how best to collaborate with me. So, I went ahead and drafted the first version.

The other realisation was about how our product teams operate in the context of our market. We can move faster. We should move faster. And we will.

Big day!

Deciding If Your Team Needs a PM

Not every team needs a dedicated PM. Someone is already handling the PM work informally. It's not complex.

Eventually, though, clear ownership becomes unavoidable. Is an individual contributor juggling alignment, communication and strategy alongside their core work? Or is it time to delegate those responsibilities to someone focused entirely on them?

The decision shapes how the team prioritises and executes.

I did some sprints over the weekend to remind my body what explosive power feels like. Started with a 2 km warm-up, followed by some stretches and then did 6 x 100m sprints with 90 seconds of recovery in between.

The first couple were at about 80% effort to get the muscles firing, then I pushed hard for the rest. My best time was 18.4 seconds, which works out to a 3:04 pace.

This is already faster than the sprints I did on January 2, where my best was at a 3:23 pace.

Of course, 18 seconds isn't groundbreaking. Especially considering I used to run 100m in 12 seconds. But that was 20 years ago and I was 25 kg lighter!

Feeling excited to keep tracking my times. I'll aim to do the same for 200m and 400m next.