When it was five of you sitting in the same room, it was easy. When someone needed to know something, they stood up in the middle of the room and asked, “Who broke the build?” When a decision needed to be made, you looked up at Phil and said, “Phil, this needs to scale from day one, right?” and Phil nodded. In a nod, you defined the entirety of your product performance plan. When someone was struggling or was blocked, you could tell because they were swearing profusely at the monitor—directly across from you.
I should help him.
But now it’s 105 of you. You’re spread out over two ...
