Patricia Ooi

Leading product portfolios in @setel. ❤️ Product management, UX design & copywriting.

[Patricia Ooi @arthurwill]

Real speed is the byproduct of clarity https://t.co/iUdyqsYY0a

[Ryan Singer @rjs]

“Priority” is such a slippery term. I never use it. Instead:

- Is it “in” or “out” of a given scope?
- If it’s in, what’s the sequence. Is it first, second, third, early, later?

Sequence is sometimes due to urgency. But can also be interdependence or progressive enhancement.

[Alex Lieberman @businessbarista]

I stole this idea and now use it with every single employee.

It’s the best illustration I’ve seen of teaching someone to be high agency.

It says there are 5 levels of work:

Level 1: “There is a problem.”

Level 2: “There is a problem, and I’ve found some causes.”

Level 3: “Here’s the problem, here are some possible causes, and here are some possible solutions.”

Level 4: “Here’s the problem, here’s what I think caused it, here are some possible solutions, and here’s the one I think we should pick.”

Level 5: “I identified a problem, figured out what caused it, researched how to fix it, and I fixed it. Just wanted to keep you in the loop.”

Using this framework, here’s what I say to every new employee…

You will live at Level 4 from Day 1 and as we build trust you will rise to Level 5.

Being high agency doesn’t just mean tackling problems in this way. It means your entire way of working should be oriented to being a Level 4+ employee.

Plz feel free to steal it as well.

And ty @stephsmithio for the framework!

[Cleo Abram @cleoabram]

Jony Ive shows the inside of the new Ferrari Luce, the first ever all electric Ferrari, only on HUGE* Conversations (full section)

[Patricia Ooi @arthurwill]

@roseafrina_ @setel did you get yours? Suzuka badge is available now

[Mustafa. @oprydai]

i often think about this..

[Blake Burge @blakeaburge]

A rule that will accelerate your career: If you bring a problem, bring context. If you bring context, bring options. If you bring options, bring a recommendation. People trust people who help them think. Anyone can spot an issue, few can actually help move things forward.

[Patricia Ooi @arthurwill]

@setel Yay Shanghai edition is out! 🏁

[Setel @setel]

DOUBLE PODIUM FINISH! 🏁

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More badges are dropping at the next races… collect them all and build the ultimate race badge collection! ✨

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[Alfred Lin @Alfred_Lin]

https://t.co/FC94GCchfp

[Patricia Ooi @arthurwill]

1. Define the problem and solution
2. Design the workflow and decision logic
3. Break the build into manageable steps
4. Pivot based on real-world output (and failures)

The result? An internal tool that analyses, critiques, and optimises content drafts in under 60 seconds.

[Patricia Ooi @arthurwill]

A year ago, this would have required a full team and several sprints.

Recently, I built it over a 4-day weekend using Gemini and Google AI Studio. This experience completely changed how I think about product building. 🧵

[Patricia Ooi @arthurwill]

We’re in an era where aspiring PMs or enthusiasts no longer need to wait for permission, resources, or “perfect timing” to ship value. It was classic product thinking.

[Kyle Asay @KyleAsay_]

“That which is measured improves. That which is measured and reported improves exponentially.”

- Karl Pearson, mathematician (died in 1936).

[Mind Matter @MindMatter28]

A young student once asked a wise Monk.... MUST READ.. 🧵

[George from 🕹prodmgmt.world @nurijanian]

Junior PM: "The CPO just killed my roadmap. Again. Three months of research and she wants us building something completely different."

Senior PM: "What did she actually say when she made that call?"

Junior: "She said the board wants to see faster growth in enterprise. So now we're pivoting to enterprise features nobody asked for."

Senior: "Did anyone ask you why your roadmap would drive enterprise growth?"

Junior: "...No. They just announced the change in the all-hands."

Senior: "Walk me through the last month. How many times did you present your strategy to leadership?"

Junior: "I mean, I shared the roadmap doc. And presented at the quarterly review."

Senior: "And between those moments?"

Junior: "I was heads down executing. That's my job, right?"

Senior: "Here's what I learned the hard way. When leadership overrides you, it rarely means your strategy was wrong. It usually means you were invisible during the decision-making window."

Junior: "But I shouldn't have to constantly sell my own work."

Senior: "You're not selling. You're building shared context. Big difference."

Junior: "So you're saying if I had talked to the CEO more, she would have kept my roadmap?"

Senior: "I'm saying she made a decision with the information she had. You weren't part of that information. The board meeting happened. You weren't there. The strategy conversations happened. You weren't there either."

Junior: "That feels political. I got into PM to build products, not play politics."

Senior: "Influence isn't politics. It's making sure decision-makers understand the tradeoffs before they decide. Politics is manipulating after the fact. Influence is informing before."

Junior: "So what should I have done differently?"

Senior: "Before your roadmap was finalized, did you know what the board was worried about?"

Junior: "Not really."

Senior: "That's the gap. You built a strategy in isolation. Leadership built theirs in a different room. Both were probably reasonable. Yours just wasn't in the room when it mattered."

[Rohit Mittal @rohitdotmittal]

First time founder vs Second time founder:

first time founder: guards idea like state secret
second time founder: shares idea freely, knows execution is everything

first time founder: hires fast to look like a real company
second time founder: stays skeleton crew until absolutely necessary

first time founder: gets office space to feel legitimate
second time founder: works from apartment until bursting at seams

first time founder: chases TechCrunch coverage
second time founder: chases revenue and user growth

first time founder: panics when competitor raises money
second time founder: sees competition as market validation

first time founder: romantic about original vision
second time founder: pivots on weak signals

first time founder: raises maximum possible at highest valuation
second time founder: raises what’s needed with clean terms

first time founder: hides problems from investors
second time founder: radically transparent in updates

first time founder: takes every meeting request
second time founder: ruthlessly protects calendar

first time founder: tracks vanity metrics
second time founder: obsesses over 2-3 metrics that actually matter

first time founder: messy cap table with advisors getting equity
second time founder: clean cap table, minimal parties

first time founder: optimizes for highest valuation
second time founder: optimizes for control and favorable terms

first time founder: waits for perfect product
second time founder: ships broken and iterates

first time founder: recruits on vision and potential
second time founder: recruits on traction and momentum

first time founder: overengineers for scale
second time founder: duct tapes until product-market fit

first time founder: tries to boil the ocean
second time founder: dominates tiny niche first

first time founder: seeks consensus on decisions
second time founder: decides and moves fast

first time founder: takes all advice equally
second time founder: filters advice through own framework

first time founder: splits equity equally with cofounders
second time founder: splits by contribution with vesting cliffs

first time founder: comfortable until 3 months runway left
second time founder: raises next round at 12 months runway

[Startup Archive @StartupArchive_]

Jeff Bezos explains the “releasing the work” framework he used to build Amazon

In the early days of Amazon, Jeff Bezos had too many ideas.

Then Jeff Wilke, a new Amazon executive at the time, told his boss, “Jeff, you have enough ideas to destroy Amazon.”

“This was just a shocking idea for me,” Bezos recalls. “As a founder, I had the great luxury of always being able to hire my tutors. I would hire these experienced, senior executives . . . And I would listen to them and they would teach me.”

When Bezos asked Wilke what he meant by this, Wilke responded, “You have to release the work at the right rate so that the organization can accept it.”

Bezos reflects on this point:

“Every time I released an idea, I was creating a backlog of work in process. And because it was just stacking up, it was adding no value. In fact, it was creating distraction . . . This sounds so obvious, but it was not obvious to me at the time. And this was a profound insight for me. So I started prioritizing the ideas better, keeping lists of them, and keeping ideas to myself until the organization was ready for the ideas.”

He continues:

“I also started figuring out how to build an organization that can be ready for more ideas. That’s about having the right senior team and leadership and giving those people the executive bandwidth so they could do more ideas per unit of time. And that is what we built. We built a company that’s very good at inventing and doing more than one thing at a time. And as the company gets bigger, you do want to be able to do more than one thing at a time. But that idea of ‘releasing the work’ was very profound for me. It made us operationally more effective while still being inventive.”

Video source: @Reuters (2025)

[Sahil Bloom @SahilBloom]

Everyone needs to use this:

[Julie Zhuo @joulee]

Diagnose with data. Treat with design.

One is the yin and the other the yang. They follow each other in an infinite cycle.

Data is the process of deeply understanding reality as it *is*.

Design is the process of designing future reality as it *could be*.