OP here. I did like the metaphor of each group laying foundations for the next group.
I might not have gotten this across, but I also feel like there is a sort of ‘terraforming’ aspect too - each group ushers in the next group, which in turn changes things to a point where the previous group gets less and less comfortable.
It’s an interesting point - I guess I implicitly acknowledged internal frontiers like the ones appearing with AI, but more explicitly acknowledging that as you have is valuable I think.
I do think there are frontiers (mostly in startups, I believe I am working with one now). They do have their tradeoffs. They can be exciting, but also frightening, uncertain, and professionally deadly (personally deadly if you tie your life savings up in them).
I do think frontiers exist, can be found, and can be created. But that’s a difficult and risky proposition!
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. Currently performing AI enablement, leading agentic design sessions, implementing standalone agents, and deploying software factories. Happy to chat about these and others.
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. Currently projects include AI enablement, agentic development, software factories, and more. Happy to chat about these and personal projects.
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. I excel at aligning Product and Engineering to deliver projects rapidly, tackling those long-term thorny problems, and iterating rapidly while building ARR for the company. Always interested in speaking with customer obsessed founders and leaders.
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. I excel at de-risking large initiatives (shipping year-long projects in months), AI enablement, as well as aligning and integrating Product + Engineering with other departments. Let me know if you want to get more revenue out of your product technology org - I especially love speaking with customer-obsessed founders and leaders.
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. I excel at de-risking large initiatives (shipping year-long projects in months), AI enablement, as well as aligning and integrating Product + Engineering with other departments. Let me know if you want to get more revenue out of your product technology org - I especially love speaking with customer-obsessed founders and leaders.
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. I excel at aligning Product and Engineering to deliver projects rapidly, tackling those long-term thorny problems, and iterating rapidly while building ARR for the company. Always interested in speaking with customer obsessed founders and leaders.
Hi, I'm Hunter, and I have 2 decades years of experience leading product technology organizations. I've worked with teams from 1 person to 400+ and successfully exited 4 times. I have several offerings focused on technical hiring, onboarding new engineers, AI enablement, delivery velocity acceleration, and more.
I might not have gotten this across, but I also feel like there is a sort of ‘terraforming’ aspect too - each group ushers in the next group, which in turn changes things to a point where the previous group gets less and less comfortable.