Inside Linear: Building with taste, craft, and focus | Karri Saarinen (co-founder, designer, CEO)

Name: Inside Linear: Building with taste, craft, and focus | Karri Saarinen (co-founder, designer, CEO)
Uploaded: 2023-10-08T12:00:03.000Z
Duration: 3 h 18 min 50 s

Importance of Design in Different Industries

In this section, the speaker discusses the significance of design in various industries and how it evolves over time.

The Role of Design in Evolving Industries

The speaker believes that as a domain or industry becomes more important, the role of design becomes crucial.

In the early stages of new paradigms like mobile or web, products may not require exceptional design.

However, as the industry matures and competition increases, high-level design becomes essential to stand out and be considered seriously.

Introduction to Ki Sarin and Linear

This section introduces Ki Sarin, the guest speaker, and provides an overview of Linear.

Introducing Ki Sarin and Linear

Ki Sarin is the co-founder and CEO of Linear.

He has a background as a designer at Coinbase and Airbnb, with experience in founding previous startups.

Linear is an issue tracking tool used by product teams worldwide.

The company focuses on Craft and quality rather than AB tests or metric-based goals.

They prioritize taste and opinions over durable cross-functional teams.

Linear has one product manager as the head of product.

Building a Culture around Quality and Craft

In this section, Ki shares insights on building a culture centered around quality and craft.

Key Principles for Building Quality Culture

Ki emphasizes the importance of taste and opinions in their approach to building products.

They follow an opinionated software development method called "The Linear Method."

Teams are formed around specific projects but disperse once completed.

Operationalizing quality involves making trade-offs based on thoughtful design decisions.

Leveraging Design as a Differentiator

This section explores how design can be a differentiating factor when competing against established players.

Design as a Competitive Advantage

Ki discusses how design can set a company apart from incumbents.

Linear's focus on high-level design helps them compete against established competitors.

Thoughtful and well-executed design can attract attention and consideration from users.

The Linear Method of Building Product

This section delves into the unique approach of building products using "The Linear Method."

Principles of "The Linear Method"

"The Linear Method" is an opinionated software development approach followed by Linear.

It involves working in consistent cycles and building opinionated software.

The method emphasizes consistency, efficiency, and clear decision-making processes.

Hiring Approach and Growth Strategies

In this section, Ki shares insights on Linear's hiring approach and strategies for growth.

Unique Hiring Approach

Linear employs a paid work trial where candidates work alongside the team for several days instead of traditional interviews.

This approach allows both parties to assess cultural fit and skills effectively.

Finding Product-Market Fit and Scaling Growth

Ki discusses how they acquired their first 10 customers through personal connections.

They focused on delivering value to these initial customers to achieve product-market fit.

Word-of-mouth referrals played a significant role in scaling their growth engine.

Sponsor: Mercury - Banking Engineered for Startups

This section features a sponsorship message from Mercury, a banking solution tailored for startups.

Introduction to Mercury

Mercury offers business banking services designed specifically for startups.

Their platform provides access to investors, operators, and tools beyond traditional banking services.

Sponsor: Composer - AI-Powered Trading Platform

This section features a sponsorship message from Composer, an AI-powered trading platform.

Introduction to Composer

Composer is an algorithmic trading platform that allows users to automate their trading strategies.

It offers a library of over 1,000 strategies and a visual editor for easy customization.

Users can backtest their strategies and invest with a single click.

Conclusion and Closing Remarks

In this section, the host concludes the episode and thanks the guest speaker.

Wrapping Up

The host expresses excitement about the insights shared by Ki Sarin.

He encourages listeners to explore Linear's unique approach to building products.

The episode ends with closing remarks from the host.

Timestamps are approximate and may vary slightly.

Introduction and Purpose of Linear

In this section, the speaker discusses the motivation behind creating Linear and their goal to build a streamlined system for modern software development.

The speaker mentions that many existing software development tools were clunky, complex, and had a legacy way of thinking.

Linear was created to address these issues and provide a frictionless and streamlined system for modern software development.

The speaker highlights that Linear has been profitable for the past two years and has a net negative lifetime burn rate, meaning they have more cash in the bank than they have raised.

Focus on Craft and User Experience

This section focuses on the importance of craft and user experience in building products at Linear.

The speaker acknowledges that prioritizing craft and user experience may result in longer development timelines and potential loss of sales due to delayed feature launches.

However, they emphasize that collaboration is crucial for success, and if there are frictions or poor experiences with the product, it hinders collaboration among users.

The speaker mentions that while there may be trade-offs, they are willing to push back timelines to ensure a high-quality product.

They also mention their approach of launching new features internally or to a small group of customers first to gather feedback before a full general release. This allows them to iterate on the feature based on early feedback.

Early Launches and Co-Creation with Customers

This section delves into how Linear approaches early launches and involves customers in co-creating features.

The speaker reveals that Linear often launches features early to select groups of customers who opt-in for early access.

They aim to involve one or more customers, especially for larger company-facing features, as it helps them better understand how these features should work.

By working closely with customers during the early stages, Linear can gather feedback and make improvements before a full general release.

The speaker emphasizes that during the early stages, the focus is more on functionality rather than polish or craft. Once a feature reaches a general release stage, they pay more attention to its overall polish and user experience.

Conclusion

This section concludes the discussion on craft and product development at Linear.

The speaker highlights the importance of involving customers in co-creating features and evolving them based on their feedback.

They mention that working with customers helps them better understand how features should work, especially for larger company-facing features.

The emphasis is on launching early to gather feedback and iterate on the product, prioritizing functionality over polish during the initial stages.

The transcript provided does not cover the entire video.

The Process of Building and Launching

In this section, the speaker discusses the misconception that building a product is a linear process and emphasizes the importance of launching early and continuously improving.

Building is not Linear

Building a product is often perceived as a linear process where you take your time to create something amazing and then launch it.

However, in reality, products are launched early on and people only see them when they are done.

There is a whole process behind the scenes that involves launching quickly and continuously improving.

Balancing Perfection and Speed

The mindset of perfection can hinder progress because nothing is ever fully perfect.

It's important to balance the need for quick releases with ongoing improvements.

Combining these seemingly opposite ideas can lead to successful outcomes.

Creating Space for Craft

Many founders, product leaders, and designers want to prioritize craft and create great products they are proud of.

However, it is challenging to implement this in practice as very few teams and companies prioritize it effectively.

Aligning Cultures

Founders coming from different companies may have different perspectives on quality, craft, or shipping.

It is crucial for founders to align their values regarding quality and instill them within the company culture.

Running a company with multiple conflicting cultures can be detrimental.

Empowering Project Teams

Instead of relying heavily on managers making decisions, giving project teams ownership fosters craftsmanship.

Project teams consisting of engineers and designers can identify opportunities for improvement during feature development.

Importance of Valuing Craftsmanship

In this section, the speaker emphasizes the importance of valuing craftsmanship within a company culture. They also provide advice on how to align cultures when founders come from different backgrounds.

Company-wide Value for Craftsmanship

For craftsmanship to thrive within a company, it needs to be valued and prioritized.

If craftsmanship is not seen as important, it becomes challenging for anyone to focus on it.

Aligning Cultures of Founders

When founders come from different companies with varying cultures, alignment is crucial.

It is essential to have a shared belief in the importance of quality and craftsmanship.

Instilling these values within the company culture helps create a unified approach.

Minimizing Middle Management

Having too many middle managers can hinder craftsmanship.

Instead, empowering project teams consisting of engineers and designers can lead to better outcomes.

Project teams take ownership and are more invested in creating high-quality products.

Opportunities for Improvement during Development

In this section, the speaker discusses how giving project teams ownership leads to identifying opportunities for improvement during feature development.

Ownership and Craftsmanship

Giving project teams ownership over features fosters a sense of responsibility and craftsmanship.

Engineers and designers working closely together can identify areas where improvements can be made.

Example: Right-click Menu

During the development of a right-click menu feature, an engineer noticed an opportunity for improvement.

The engineer suggested implementing a hover behavior that allows users to access sub-menus more easily.

This attention to detail enhances the user experience and demonstrates the value of craftsmanship.

The transcript provided does not contain any further sections or timestamps.

The Importance of Ownership and Company Culture

In this section, the speaker discusses the importance of giving people ownership of projects and creating a company culture that values quality.

Giving Ownership and Space for Creativity

When people are given more ownership of a project, they tend to be more creative and innovative.

Providing space for individuals to explore ideas can lead to better outcomes.

Leadership and company culture play a crucial role in fostering an environment that values quality and craftsmanship.

Hiring a Head of Product

This section focuses on the decision to hire a head of product and the reasons behind it.

Need for a Head of Product

As the product and team grew, it became challenging to keep everyone aligned on features and track progress.

Initially, a contractor was hired to help with insights data tools.

The contractor's expertise in data tools led to the realization that hiring someone dedicated to product management was necessary.

Hiring Nonan as Head of Product

This section explains why Nonan was hired as the head of product and his role in shaping the direction of the product.

Nonan's Expertise in Data Tools

Nonan had experience working with data tools at Mode, making him well-suited for helping define their own data tool.

His initial role was to figure out how their data tool should work, rather than simply copying what other companies were doing.

Nonan's involvement expanded beyond just data tools. He helped define overall product direction and align teams.

Role of Product Managers vs. Engineers/Designers

This section explores how responsibilities typically assigned to product managers are distributed among engineers and designers.

Sharing Responsibilities

In this company, the responsibilities of a traditional product manager are shared among engineers, designers, and other team members.

Each project has a designated project lead who takes responsibility for its success.

Engineers and designers are involved in communication, scope definition, and decision-making related to their projects.

The hiring process focuses on finding individuals interested in a broader scope beyond their specific skill set.

Challenges and Requirements for This Approach

This section discusses the challenges and requirements for implementing a shared responsibility approach to product management.

Challenges and Requirements

Many people prefer not to take on the additional responsibilities of a product manager.

A high-caliber team with a strong product mindset is necessary for this approach to work effectively.

The hiring bar needs to be set high to ensure that engineers and designers are willing and capable of taking on these responsibilities.

The transcript provided does not include any timestamps beyond 0:21:06.

Importance of Interviewing Engineers for Product Skills

The speaker emphasizes the need to interview engineers not only for their technical skills but also for their product skills. They discuss how conducting interviews about the product can help assess an engineer's understanding and ability to form opinions and communicate effectively.

Interviewing Engineers for Product Skills

It is important to interview engineers not just for their engineering skills, but also for their product skills.

In past interviews, the speaker, who is not a technical person, would ask engineers questions about how they approached tasks or thought about certain aspects of the product.

The same approach applies to other roles as well - looking for individuals with opinions about products, the ability to form judgments, and effective communication skills.

Linear's Focus on Making Work Easier for Engineers and PMs

The speaker discusses how Linear aims to make work easier for both engineers and product managers (PMs). By providing a tool that allows engineers to focus on their work and enables PMs to have a better understanding of project status, Linear aims to improve productivity and efficiency.

Making Work Easier for Engineers and PMs

Linear aims to help the entire company by making work easier for engineers.

By using Linear's tool, PMs can spend less time managing everything and trust that engineers are actively updating project statuses.

This allows PMs to focus on other important tasks rather than solely managing the tool they use.

As the company grows, there may be multiple PMs focusing on specific areas or types of products/customers.

Hiring Product Managers and the Growth Plan

The speaker discusses the hiring plan for product managers (PMs) at Linear. They mention that as the company grows, they will hire more PMs to operate on a higher level and focus on larger scopes. The goal is to build smaller but more effective units within the company.

Hiring Product Managers and Growth Plan

Linear plans to hire more PMs as the company grows.

The focus is on having high-caliber PMs who can think about larger scopes beyond their current roles.

Building smaller but effective units within the company is a goal for PMs.

As the team and product expand, there may be several PMs specializing in specific areas or customers.

Design as a Differentiator in Building Products

The speaker discusses the importance of design as a differentiator in building products. They explain that design matters more in domains or industries where it holds significant value. Startups should consider investing in good design, especially when entering established markets with high design standards.

Design as a Differentiator

Design matters more in domains or industries where it holds significant value.

In software and other industries, initial iterations of products may not require exceptional design, but as competition increases, good design becomes crucial.

Established companies like Google and YouTube had to improve their designs over time to meet higher industry standards.

Timestamp links have been provided for each section based on available timestamps from the transcript.

Design and Branding in Startups

In this section, the speaker discusses the importance of design and branding in startups. They highlight how design can enhance user perception, acquisition, and retention, as well as set expectations for the product. The speaker also emphasizes the role of branding in creating a strong identity and differentiation in a crowded market.

Importance of Design

Good design enables certain aspects of a product and enhances user experience.

Design, similar to technology, can make it easier to achieve certain goals with a product.

Packaging and visual elements play a crucial role in setting user expectations for the quality of a product.

Design elements on landing pages or other marketing materials communicate important messages to users when they are not familiar with the company or product.

Design as a Differentiator

In crowded markets with many choices, design can be a key factor that stands out to users.

Visual appeal and perceived quality often influence users' decision-making process when choosing between products or services.

Role of Branding

Building an authentic brand is essential for long-term success.

Branding goes beyond logos and colors; it involves defining the message and voice of the company.

A strong brand can create loyalty even if there are better alternatives available.

Building Perception through Branding

Consistency in actions, communication style, customer treatment, and approach helps shape brand perception over time.

The transcript provides insights into how design and branding contribute to startup success by enhancing user experience, setting expectations, differentiating from competitors, and building a strong brand identity.

The Power of Branding for Airbnb

In this section, the speaker discusses the importance of branding for Airbnb and how it sets them apart from other platforms.

The Brand's Impact

Airbnb's brand is deeply integrated into everything the company does.

When people think about booking a unique place to stay, they automatically think of Airbnb.

This strong brand recognition gives Airbnb a competitive advantage over other platforms.

People no longer consider alternative options because they associate staying in unique places with Airbnb.

Building a Direct Destination

Airbnb has successfully built a direct destination for users, eliminating the need for extensive advertising on platforms like Facebook and Google.

Users directly visit airbnb.com instead of searching for home-stay options on various websites.

This streamlined approach saves time and effort for both users and the company.

Design Reviews at Airbnb

In this section, the speaker explains how design reviews are conducted at Airbnb and how they determine when a design is ready to be implemented.

Review Process

The speaker, along with co-founders or the head of product, acts as sponsors for design projects.

Regular meetings are held to review designs and discuss their functionality and purpose.

Feedback is provided during these meetings to improve designs or address any concerns.

Testing and Iteration

Before launching a design, thorough testing is conducted by trying out different states and interactions within the product.

Initial stages focus on getting the main concept right rather than fixing every detail.

User feedback plays an essential role in refining designs before final implementation.

Iterative Development at Linear

In this section, the speaker talks about iterative development at Linear and how they continuously improve features based on user feedback.

Scope of Features

Some features have well-defined concepts and execution plans, while others require experimentation and user feedback.

Linear aims to launch features with a solid foundation but acknowledges that they may not be fully optimized initially.

User Feedback

Linear encourages users to try out new features and provide feedback.

Feedback helps identify areas for improvement and guides the development team in making necessary adjustments.

The decision to release a feature is based on an intuitive feeling of readiness, supported by user testing and feedback.

Decision-making at Linear

In this section, the speaker discusses the decision-making process at Linear and how they rely on intuition, experience, and user feedback.

Intuitive Decision-making

Linear does not heavily rely on A/B testing or specific metrics for decision-making.

Decisions are often based on intuition, gut feelings, and personal experiences with the product.

Telemetry data is occasionally used to understand how people use certain features but is not the primary factor in decision-making.

User Experience Testing

User experience testing plays a crucial role in determining whether a feature is ready for release.

Trying out features firsthand helps identify any issues or areas that need improvement before launching them to a wider audience.

The transcript provided does not cover the entire video.

How to Structure Reviews and Design Phases

In this section, the speaker discusses the structure of reviews and design phases in product development.

Review Process and Design Exploration

The review process is not necessarily structured with specific stages.

Usually, the team starts with design exploration, considering different approaches or sometimes just one clear approach.

The goal is to quickly move into the building phase to assess if the chosen direction is reasonable and identify any potential issues or improvements.

Regular check-ins on the project are conducted every week or two weeks, with a final review before release.

The Linear Method for Building Products

This section focuses on the linear method of building products and its benefits.

Building Opinionated Software

The linear method emphasizes building opinionated software.

Opinionated software provides good defaults and opinions on how features work and workflows should be structured.

This approach reduces time spent figuring out different ways of doing things and allows users to focus on their actual work.

Productivity software, especially company software, should be optimized to help users achieve meaningful outcomes.

Sharing Thinking Behind Product Choices

The linear method aims to share the thinking behind product choices.

By understanding why certain choices were made, users can better comprehend the rationale behind those decisions.

It helps align user expectations with product functionality.

Working in Cycles for Prioritization

This section explores working in cycles as a way to prioritize tasks in product development.

Introduction to Cycles

Cycles are optional but serve as a helpful tool for teams working on software or other products.

Teams often face an infinite list of tasks that keeps growing daily, making it challenging to decide what to prioritize.

Setting Priorities within Cycles

Cycles allow teams to define a specific time frame, such as a week or two weeks, and focus on selected tasks during that period.

By setting priorities within cycles, teams can avoid distractions and maintain focus on the chosen tasks.

If urgent matters arise during a cycle, they can be addressed without disrupting the overall workflow.

The transcript provided does not cover the entire video.

Cycles vs Sprints

The speaker explains the concept of "Cycles" and how it differs from traditional sprints. Cycles are automated and help the team focus on specific tasks without worrying about manual setup.

Cycles as an Automated Schedule

Cycles are similar to sprints but with an automated schedule.

They eliminate the need to manually set up start dates or other details.

The purpose of cycles is to help the team focus on a few specific tasks and avoid getting overwhelmed by an infinite list of other things.

No Specific Goals for Features

The speaker discusses why they don't set specific goals for features and launches, highlighting the variability among different companies using their product.

Company-Level Goals vs Feature Goals

While there may be company-level goals like increasing weekly active users, there are no specific goals for individual features.

The product serves different types of companies, each with unique needs and usage patterns.

Factors such as team size, setup, culture, and operational differences make it challenging to set universal feature goals.

Success Defined by Problem Solving

The speaker emphasizes that success is defined by solving customer problems rather than solely focusing on metrics.

Problem-Solving Approach

Instead of setting specific metrics to increase, the focus is on solving customer problems effectively.

Metrics can be considered before starting a project to understand the current state but are not used as strict targets.

Success is determined by customers acknowledging that their problem has been solved or enjoying the solution, rather than just seeing metrics improve.

Balancing Science and Magic in Product Management

The speaker explains their approach to product management, which combines elements of science and intuition.

Science and User Research

While some companies heavily rely on data and testing, this company takes a different approach.

They prioritize talking to users and conducting user research as part of their scientific process.

Weekly calls with customers, answering questions in shared Slack channels, and addressing complaints help build understanding.

Magic of Customer Understanding

Building a deep understanding of customers and their needs allows for more informed decision-making.

This understanding enables the team to use intuition and thinking rather than relying solely on data or metrics.

The entire company strives to be connected with customers through regular communication.

Creating a Customer-Centric Company

The speaker emphasizes the importance of having the whole company aligned with customer needs.

Empathy and Understanding

The entire team should have empathy towards customers and understand their problems.

Regular communication with customers helps build this empathy and keeps everyone informed about the reality of customer experiences.

Informed Decision-Making

Having a deep understanding of customers allows for better decision-making without solely relying on data or metrics.

When everyone in the company is well-informed about customers' needs, decisions can be made based on intuition and knowledge.

These summaries are based on the provided transcript.

Understanding the Problem

In this section, the speaker discusses the importance of understanding the problem and how different people in a company may have different understandings. They also mention various methods they use to share information and insights with team members.

Importance of Different Perspectives

Different people in a company will have different understandings of the problem.

It is not realistic to expect everyone to be aware of every detail every day.

Sessions with the team or recorded videos with customers help in sharing knowledge and notes.

Varying Ways of Talking about the Problem

People who are familiar with customers or the product can talk about it differently compared to those who have no idea.

Lack of understanding is apparent when someone doesn't know what to say.

Not Everyone Needs Full Understanding

Not all projects require everyone to have an in-depth understanding.

Having one or two people with a deep understanding can be sufficient for certain aspects.

Belief and Trust in Decision Making

Some people rely too much on data because they fear making wrong choices.

It is important for individuals and companies to believe in their decisions, even if mistakes are made.

Data should inform decisions but not dictate them entirely.

Different Approaches to Building Products

The speaker highlights that there are multiple ways to build successful products. They mention examples like Amazon and Apple, which operate differently but both achieve success. The approach taken depends on the company's goals, domain, and problem space.

Multiple Paths to Success

Successful companies like Amazon and Apple have different approaches to building products.

Each company's way of operating contributes to its success.

Founder's Influence on Company Culture

The founder's natural way of thinking about building a company influences its culture.

Deciding What Kind of Company to Build

Companies and founders need to decide what kind of company they want to build.

The domain and problem space play a role in determining the approach.

Retention and Trust as Key Factors

Linear is in the retention and trust business.

Building long-term relationships with customers is crucial for their success.

Building Trust and Maintaining Relationships

The speaker emphasizes the importance of building trust with customers and maintaining good relationships. They explain that Linear aims to provide a high-quality product consistently to retain customer trust.

Retention Business Model

Linear operates in the retention business, where early adoption and long-term usage are desired.

Continuous Delivery of Quality Product

To maintain customer trust, Linear focuses on continuously delivering a good quality product.

Relationship Building Over Time

Some businesses are transactional, but for Linear, building relationships over time is essential.

Respecting Customers' Needs

Choices made by Linear prioritize respecting customers rather than solely driving revenue.

Sponsor: Pendo - All-in-One Platform for Product-Led Companies

This section includes a sponsorship message about Pendo, an all-in-one platform for product-led companies. It highlights the tools provided by Pendo to help companies understand user engagement and optimize their products.

Focus as a Strength

The speaker acknowledges the guest's ability to stay focused despite numerous distractions from VCs. They discuss how focus plays a crucial role in personal productivity.

Guest's Ability to Stay Focused

The guest has demonstrated exceptional focus despite constant VC outreach attempts.

Importance of Focus in Personal Productivity

Being able to avoid shiny distractions contributes significantly to personal productivity.

New Section

In this section, the speaker discusses the importance of focusing on key aspects when building a startup and emphasizes the need to prioritize customer interaction, product development, and personal well-being.

Focusing on Key Aspects

The main advice for building a startup is to prioritize talking to customers, building the product, and maintaining personal health. If one finds themselves doing something else, it may not be the right thing to do.

Balancing work and personal well-being is crucial to avoid burnout.

It is important to assess whether certain tasks or opportunities align with the main goals of the company or personal objectives. Prioritizing what is essential for progress is key.

Avoid getting distracted by side quests or ideas that do not contribute significantly to the main quest of building a successful product for customers.

Personal decision-making should consider whether an action aligns with the main quest line or if it can be postponed without hindering progress.

Hiring Strategies at Linear

This section focuses on Linear's deliberate approach to hiring and their belief in quality over quantity when it comes to team size.

Hiring Philosophy

Linear believes in hiring fewer people but maintaining high standards for quality. They believe that smaller teams composed of highly skilled individuals can achieve better results than larger teams with average performers.

Linear has been cautious about expanding their team rapidly, gradually increasing their workforce over time instead of doubling in size each year. This approach allows them to maintain focus and ensure they hire only when necessary.

Criteria for Hiring

When hiring, Linear looks for candidates who not only fit the role but also have a broader understanding of how things are done and can contribute beyond their specific responsibilities.

The transcript provided does not contain enough information to create additional sections.

[t=0:59:12s] What Makes a Good Developer?

In this section, the speaker discusses the qualities they look for in developers and other roles within the company.

Qualities Beyond Technical Skills

The speaker emphasizes the importance of having a product sensibility and good judgment.

For marketing hires, they also value storytelling skills and an appreciation for writing and stories.

When hiring operations personnel, understanding HR is considered a plus, even if it's not their primary role.

The company values individuals who can take on more than their assigned role, as it makes collaboration and problem-solving easier.

[t=1:00:49s] Building a Company with Less Specialized Roles

This section focuses on the company's approach to building a team with fewer specialized roles.

Overlapping Functions and Teammates

The company aims to have fewer employees but with broader skill sets.

They believe that individuals should be able to take on more scope beyond their specific skill set or job title.

By encouraging overlapping functions across different areas, teamwork becomes more efficient and people are less likely to say "it's not my job."

[t=1:02:01s] Unique Interviewing Approach - Paid Work Trial

The speaker explains their unique interviewing process involving a paid work trial.

Work Trial Process

All employees go through a paid work trial as part of the interview process.

The length and nature of the trial vary depending on the role and individual.

Candidates are given a problem statement related to their role (e.g., building a feature for engineers).

They need to understand, scope down, and build a solution within a given timeframe.

Access to code bases is provided for engineers to demonstrate their skills.

At the end of the trial, candidates present their work as an opportunity for both the company and the candidate to assess compatibility.

[t=1:03:54s] Benefits of Work Trial for Candidates

This section highlights the benefits of the work trial for candidates.

Understanding Company Culture and Ownership

The work trial allows candidates to experience what it's like to work in the company.

They can assess the company culture, their potential ownership, and how they approach problem-solving.

Engineers appreciate seeing a clean code base, which indicates a well-maintained system.

Startups can be risky, so the work trial helps candidates make an informed decision about joining.

The transcript provided does not include any timestamps beyond 1:04:11s.

The Benefits of Allowing Candidates to Work on Projects

In this section, the speaker discusses the advantages of allowing candidates to work on projects as part of the hiring process.

Benefits of Allowing Candidates to Work on Projects

Allowing candidates to work on projects during the hiring process can be an enticing opportunity for companies.

It is important for companies to ask candidates if they are open to working on a project, as it provides them with a better understanding of the company they are joining.

Scheduling flexibility can be offered to candidates who are interested in working on projects, such as doing it on weekends or during vacation holidays.

Most candidates who have worked on projects during the hiring process have been happy with their decision and felt that it gave them a better sense of the company they were joining.

Working on projects allows candidates to evaluate the company and get to know team members through meetings, access to communication platforms like Slack and Notion, and one-on-one chats.

For startups, it is important to see how candidates operate in a fast-paced environment and how they approach problem-solving within a short time frame.

Assessing Strengths and Abilities During Hiring Process

This section focuses on how strengths and abilities can be assessed during the hiring process.

Assessing Strengths and Abilities

There is no specific scientific or special method for assessing strengths and abilities. It involves discussions with candidates about their past projects and decisions made.

Asking questions about why certain decisions were made helps understand a candidate's thought process.

Evaluating whether a candidate's answers are based on reasoning or personal opinions is crucial. Candidates should be able to articulate their thoughts with rational explanations.

The level at which candidates think about problems can vary greatly. Some may provide in-depth analysis and reasoning, while others may have limited experience or struggle to articulate their thoughts.

Timeline of Linear's Growth

This section provides an overview of the timeline of Linear's growth, from starting to work on the product to launching version 1.

Timeline of Linear's Growth

Linear officially started in 2019, but prior to that, they were exploring and prototyping the product.

The team spent time prototyping different designs and developing a local-based data structure for faster application performance.

In April 2019, Linear announced the company and launched a website with a waitlist.

By May, they were able to use the product internally and started inviting friends to try it out.

In June-July, they began inviting people from the waitlist to use the product.

The transcript provided does not cover all sections mentioned in the instructions.

Tools Used and Company Size

In this section, the speaker discusses the tools used by their company and why they chose to use them. They also mention the size of their company and how it influenced their decision-making process.

Tools Used Today and Company Size

The speaker explains that they invited smaller companies to use the tools they currently support.

They wanted to see who was more interested in using the tools.

The focus was on building a version that could work for some people or companies, rather than trying to address everyone's needs from the start.

The speaker mentions that they had several hundred companies using their tools during the private beta phase.

Almost all of these companies subscribed to the pricing plan when it was launched publicly.

Timeline from Incubation to Private Beta Milestone

In this section, the speaker discusses the timeline from incubating their idea to reaching the private beta milestone. They provide insights into how long it took them to build Version 1 of their product.

Timeline from Incubation to Private Beta Milestone

The period between starting to incubate the idea and launching the private beta version was only a few months.

Contrary to what was initially thought, it did not take a lot longer than expected.

Launching with a Survey Approach

In this section, the speaker talks about how they launched their product using a survey approach. They explain how this approach helped them prioritize which companies to onboard based on their interests and needs.

Launching with a Survey Approach

The speaker launched their product on Twitter and built up an initial waitlist through their founders' following.

Instead of simply collecting email addresses, they used a survey to gather information about the tools companies were using and their company size.

This survey helped them prioritize which companies to onboard based on their interests and needs.

The speaker mentions that they wanted to focus on supporting specific tools rather than trying to address everyone's needs from the start.

Cohort-based Invitations

In this section, the speaker discusses their approach of inviting users in cohorts during the private beta phase. They explain why they chose this method and how it helped them receive valuable feedback for product development.

Cohort-based Invitations

Initially, the speaker manually invited around 10 people per week during the private beta phase.

They later developed an invite tool to streamline the process.

By inviting users in cohorts, they could address specific problems or bugs reported by each cohort before moving on to the next one.

This approach allowed them to receive focused feedback and make necessary improvements throughout the year-long private beta period.

Initial Customers and Pricing

In this section, the speaker talks about acquiring their first customers and implementing pricing for their product.

Initial Customers and Pricing

The first 10 customers using their product included friends with startups as well as users from their waitlist.

During the private beta phase, they did not charge any fees initially but later added a payment function for optional payments.

Users were given a slider option to choose how much they wanted to pay per seat.

The pricing varied among users, with some paying higher amounts while others paid minimal fees.

The focus was more on testing functionality rather than generating revenue during this phase.

Understanding Product Market Fit

In this section, the speaker discusses their perspective on product market fit and how they started to feel confident about their product's success in the market.

Feeling Confident About Product Market Fit

The speaker mentions that initially, they were unsure if their product had enough data to determine its success or if it was just an experiment.

However, they observed that some people were willing to pay up to $20 for their product, which gave them confidence that there was a market for it.

They started feeling the product market fit early on when users began using the product and expressed satisfaction with it.

The feedback from users was positive, and they saw an increase in adoption within the company.

Initially, the fit was more prominent among smaller early-stage companies where founders were directly involved in using the product and valued factors like shipping speed and shared values.

While they aimed to address the entire market eventually, they recognized that their solution might not be suitable for larger companies yet.

Understanding Product Market Fit (Continued)

In this section, the speaker further explores the concept of product market fit as a spectrum rather than a binary state. They discuss different customer segments and categories where fit can vary.

Spectrum of Product Market Fit

The speaker agrees that viewing product market fit as a spectrum is a more accurate representation.

They highlight that consumer apps may have a clearer binary distinction between having or not having fit based on user adoption.

In contrast, in B2B markets, there are different sizes of customers, domains, and categories where fit can vary.

It is possible to perform well in one category while struggling in another.

The speaker suggests doubling down on areas where there is strong performance instead of trying to cater to all segments simultaneously.

They mention a conversation with the founder of Zoom, who shared a similar approach of focusing on one customer type initially and then expanding.

Understanding Product Market Fit (Continued)

In this section, the speaker continues discussing the importance of focusing on specific customer segments and gradually expanding product market fit.

Focusing on Specific Segments

The speaker emphasizes that it is crucial to focus on specific segments and gradually improve product market fit within those segments.

They describe how their company initially focused on startups as their target segment, aiming to become the default tool for startups.

After achieving success in the startup segment, they started working with larger companies, acknowledging that there was room for improvement in serving them.

Over the last two years, they have been dedicated to enhancing their software and strengthening product market fit in larger company segments.

The speaker concludes by highlighting that understanding product market fit involves considering different customer sizes, domains, and categories.

The transcript provided does not contain any timestamps beyond 1:20:29.

Focusing on Expansion and New Areas

The speaker suggests focusing on expanding into new areas after reaching a certain level of success in the current category. They mention the importance of following trends and paying attention to new opportunities.

Expanding into New Areas

It is recommended to expand into new areas once a certain level of success is achieved in the current category.

Following trends and paying attention to new opportunities can lead to growth and success.

Adapting to Market Changes

The speaker discusses the need for adaptation when market changes occur. They mention examples of AI companies using their product and how it prompted them to consider targeting more AI companies.

Adapting to Market Changes

When market changes occur, it is important to evaluate if any adjustments or adaptations are needed.

Examples of AI companies using their product led them to consider targeting more AI companies.

Being aware of industry shifts can help identify potential areas for growth and development.

Building a Following Before Launch

The speaker talks about building a following before launching a product. They discuss their own experience with launching on Twitter and growing a waitlist, as well as the benefits of having an existing following.

Building a Following Before Launch

Building a following before launching can be beneficial for generating initial interest and traction.

The speaker mentions launching on Twitter and growing a waitlist as strategies they used.

Having an existing following, even if not massive, can help create momentum for the launch.

Recommendations for Founders Regarding Building an Online Following

The speaker provides recommendations for founders regarding building an online following before launching a product. They emphasize the importance of having a relevant following and being authentic in communication.

Recommendations for Founders

Having a relevant following, based on the target audience, is more important than having a large following.

Authenticity in communication can resonate with the intended audience.

Consider who the ideal early users would be and tailor messaging to appeal to them.

Leveraging Existing Following and Authentic Announcements

The speaker discusses leveraging their existing following and making authentic announcements. They share their experience of having a moderate-sized following and how they crafted their announcement to resonate with their target audience.

Leveraging Existing Following

The speaker had a moderate-sized following from previous experiences as a designer at Airbnb and Coinbase.

Crafted announcements that were direct, authentic, and resonated with their target audience.

Avoid trying to emulate larger companies' fancy announcements; instead, focus on authenticity.

Understanding First Audience and Language

The speaker emphasizes understanding the first audience when announcing a company or product. They discuss identifying the best early users, considering their language and mindset.

Understanding First Audience

When announcing a company or product, consider who would be the best early users.

Tailor messaging to resonate with this specific audience by using language they understand.

Drawing from personal experiences can help create relatability with potential users.

Early Funding Round for Establishing Credibility

The speaker talks about an early funding round they conducted to establish credibility for their company. They mention involving friends as investors to create a sense of accountability.

Early Funding Round

Conducted an early funding round involving friends as investors.

Having external investors can provide a sense of accountability and legitimacy.

It helps establish the company as a serious entity, even in the early stages.

Leveraging Network for Spreading the Message

The speaker discusses leveraging their network to spread the message about their company. They mention using some of their investors and friends to help amplify their announcement.

Leveraging Network

Utilized existing network connections to spread the message about their company.

Engaged investors and friends to help share the announcement with their own networks.

Leverage personal connections to increase visibility and reach.

Unique Culture at Linear - Baking Competition

The speaker talks about the unique culture at Linear and mentions a baking competition they organize as a remote team-building activity.

Unique Culture - Baking Competition

As a fully remote and distributed company, traditional team-building activities can be challenging due to different time zones.

To foster team bonding, they organize a baking competition inspired by "The Great British Baking Show."

Participants choose recipes that are reasonable in terms of time, equipment, and skill requirements.

This activity provides an opportunity for remote employees to engage in a shared experience.

Baking and Cooking Activities

The speaker discusses a group activity where participants gather on Zoom to follow a recipe and bake or cook together. They share their progress, ask questions, and even have friendly competitions.

Group Baking Activity

Participants join a Zoom call to follow a recipe together.

People help each other with questions or issues they encounter during the process.

There is a sense of camaraderie as participants chat about various topics while baking/cooking.

Pictures of the final results are shared on a Slack channel for everyone to see.

Friendly competitions sometimes take place, with participants putting effort into decorations and visuals.

Challenges of Leadership

The speaker reflects on their transition from being an individual contributor designer to becoming the CEO of a fast-growing company. They discuss the unexpected challenges of leadership and the need to handle various tasks while staying focused.

Transitioning to CEO Role

Being a CEO involves handling different tasks and responsibilities compared to being an individual contributor designer.

CEOs deal with diverse issues such as planning compensation, marketing strategies, and organizing offsite events.

Handling these varied tasks can be challenging while trying to maintain focus.

Hiring capable leaders and delegating responsibilities can help alleviate some of the workload.

Future Plans - "Asks" Feature

The speaker shares that their company is continuously working on improvements. They mention a new feature called "Asks," which aims to facilitate communication between different teams within a company.

Introducing "Asks" Feature

The company is developing an integration called "Asks" for Slack.

This feature allows individuals outside specific teams to easily communicate their needs or requests.

Users can ask questions or request assistance from different teams directly through Slack.

The requests are then triaged and managed within the company's system, enabling efficient collaboration.

Additional questions or discussions related to the requests can be conducted through Slack, eliminating the need for non-linear users to access the platform.

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Lightning Round Questions

In this section, the speaker answers a series of lightning round questions about books, movies, interview questions, favorite products, and life mottos.

Books Recommendations

The speaker recommends "Timeless Way of Building" by Christopher Alexander. This book focuses on building things and has interesting thoughts applicable to software development.

Another recommended book is "Zen and the Art of Motorcycle Maintenance" which explores the concept of quality and its definition.

Favorite Movies and TV Shows

The speaker enjoys the movie "John Wick" for its true nature despite lacking a strong story.

Recently started watching "The Silo" on Apple TV, finding it intriguing with its mystery elements reminiscent of the Fallout game.

Interview Questions

When interviewing candidates, one favorite question asked is what they are most proud of in their professional or personal life and why. This question provides insight into their values and thought processes.

Favorite Products

The speaker recently discovered H lights for their home office. These lights can be adjusted throughout the day to provide different lighting temperatures based on activities.

Life Motto

A favorite life motto shared by the speaker is "go slow to go fast." It emphasizes taking time to think before rushing into things to avoid having to fix mistakes later.

Lessons from Parents

The speaker's parents taught the importance of respecting both people and things. Taking good care of belongings and treating them well is emphasized.

Finnish Salmon Soup

In this section, the speaker talks about a traditional Finnish dish called salmon soup. They describe it as a creamy soup with potatoes, carrots, and other ingredients. The soup has a slightly sweet flavor to it.

Finnish salmon soup is a popular dish in Finland.

It is a creamy soup made with salmon, potatoes, carrots, and other ingredients.

The soup has a unique sweet flavor to it.

It can be made at home or found in some restaurants in Finland.

Cooking Show with Ki

In this section, the speaker mentions that they will be doing a cooking show with someone named Ki. They express gratitude for Ki's presence and mention that Ki is building a special company in a unique way.

The next episode will feature a cooking show with Ki.

Ki is building a special company in an innovative way.

Founders and product builders can learn from watching how Ki operates their business.

Contact Information

In this section, the speaker asks where listeners can find more information about the guest online. They provide contact details for both themselves and their company.

The guest can be found on Twitter under the name "Ki snn".

The guest's company has an account called "linar" on Twitter.

Listeners are encouraged to check out the guest's company and see if it could work for them.

Assistance is available for setting up and using the product.

Conclusion

In this final section, the speaker thanks everyone for listening to the podcast episode. They encourage listeners to subscribe to the show on various platforms and leave ratings or reviews to help others discover the podcast.

Listeners can subscribe to the podcast on Apple Podcasts, Spotify, or their favorite podcast app.

Leaving a rating or review for the podcast helps others find it.

All past episodes can be found and more information can be learned about the podcast.