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The Coordination Infrastructure of Small Talk in Remote Teams

Remote work hasn't just changed where we work - it's exposed how much of our coordination machinery was invisible. When teams went remote and small talk evaporated, what broke wasn't morale or "culture" in some fuzzy sense. It was the infrastructure for coordination itself. Small talk wasn't downtime between real work. It was the continuous background process that made everything else work - the ambient context sharing, the trust building, the calibration of shared understanding. Teams that lost it found collaboration got harder, not easier, even with all the productivity tools in the world.

Don't go chasing waterfalls and turn the ship around

Historically, many organisations operated with a waterfall-like model where product managers or business analysts would create detailed specifications that engineers would implement. Engineering teams would receive “clearer guidance upfront” with regular check-ins to ensure alignment. This approach treats engineers primarily as implementers who translate requirements into code.

Root Cause Analysis In Product Management Learning The Hard Way

As tech people, we’re often eager to build. The excitement of creating something new, something that showcases our technical capabilities and vision, can be intoxicating. But sometimes, our rush to solution-building can blind us to the fundamental question that should drive every product decision:What problem are we really solving?

The Evolution of UX in the Age of AI - From Interfaces to Intelligence

Users don’t fundamentally care about your interface — they care about what it helps them accomplish. Nobody opens Photoshop because they love its toolbar; they open it because they need to edit an image. The interface is just the mediator between intention and result. This realization brings us to a critical inflection point - What if our obsession with UI elements has been missing the bigger picture of UX — the holistic user experience? What if AI could help us transcend the limitations of traditional interfaces to focus directly on user outcomes?

About this blog

Blogging helps me reflect on my day to day initiatives at work - product intitiatives, methodologies, interaction with cross functional teams, customers, management, and end users. Being quite fascinated by the human centered design element of things in an excessively digitalized world, I came to realise that most problems encountered by organisations, are ultimately a human problem - lack of alignment, team boundaries, communication, lack of empathy, ..., and the list can be long, ...very long. After some years of experience in the field, I found myself solving these problems, whenever I see teams struggling, I cannot help from finding ways to solve them. As a matter of fact, that's exactly how I transitioned from engineering to product management. Blogging helps me learn while I am writing - whenever I experience the desire to write on something that I believe should be shared to others, I run also some research to support my writings and learn along the way.

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Shift from product thinking to customer progress thinking

Every product manager has sat through a roadmap prioritization meeting that devolves into chaos. Engineering wants to pay down technical debt. Sales wants features that will close their current deals. Customer success wants fixes for the loudest complaints. Leadership wants innovation that moves metrics. Everyone's arguing about what to build. Nobody's asking why any of it matters. This is the natural endpoint of product thinking —a mode of operating where the product itself becomes the center of gravity. Features become the unit of value. Roadmaps become lists of things to ship. Success becomes adoption metrics. Product thinking feels productive because there's always something to build, something to measure, something to optimize. But it's fundamentally disconnected from the reason products exist in the first place. This is what Jobs-to-be-Done forces you to confront, customers don't want your product. They want progress. Your product is just a means to that end.