Guide to Working With Me at Reforge
Last Updated: 2021-10-11
Note: I stole this template / a lot of content from Rick Silvestrini
I like Daniel Pink’s P.A.M. Framework (Purpose, Autonomy, Mastery) and use it to ground my personal motivations and those of the teams I manage.
My purpose at work is to do phenomenal work with great people. I get really fired up and am filled with joy by solving problems, building systems, and succeeding with others. Work checks all my boxes - it fosters profound experiences, builds relationships, allows me to work hard / have fun / be smart all at once. I spend a lot of my free time building technology products and thinking through how to solve problems, but work is even better because you can go so much further with a team than you can on your own. I feel so lucky to get to work on such intellectually stimulating problems, be compensated well for it, and to get to work with others in a collaborative way.
I played a lot of sports growing up. So I like to think about different levels of autonomy within the context of team sports. I switch from being an individual player, a teammate, or a coach depending on the company and team context. But my greatest aspiration is to bring a San-Antonio-Spurs-like flow to running a company that transforms an industry.
- Coach - I typically coach Product, Growth, or Data organizations. My job is to help my team continuously improve as individuals and as a unit. I try to tailor my coaching style to each person, and in general, I prefer to run an up-tempo organization focused on making consistent incremental progress rather than aspiring for step-change perfectionism. By doing the little things well and grinding out the work, we raise our combined impact and velocity. I like to focus on the trend line rather than any one moment in time.
- Teammate - Nothing makes me happier than running the court with a bunch of highly functioning, selfless, diverse peers. The strongest teams combine different skills and perspectives to create a whole greater than the sum of its parts. The group I primarily belong to is the Operating Committee or Leadership Team -- that’s my core team. I lead the Data team, but I’m a teammate on the leadership team. Conflict between functions (marketing vs product, sales vs finance, etc) is typically because Exec teammates don’t view each other as collaborators but rather as competitors. This is unnecessary and counter to running a high-functioning company. Others > Self. Team > Individuals. Always.
- Player - I enjoy doing IC level work and getting my hands dirty. I’m always working on aspects of my personal game because I believe that it keeps me sharper as a manager as well.
My unique approach to professional mastery comes from combining frameworks from Product, Data, and Growth to generate outsized leverage across companies and industries. Since there will always be more styles, techniques, strategies to learn and develop in each of these disciplines, I’m selecting a more difficult path by going for breadth and depth. I want to become the best Product/Data person in the tech industry. Here’s a bit more about the skillset I am continually building...