This CPO regrets that product management exists | Tom Verrilli (CPO of Whatnot)

Tom Verrilli articulates a provocative stance that regrets the existence of traditional product management roles. He discusses how, as companies scale, the proliferation of PMs often infantilizes engineers and designers by creating a filter and babysitter role rather than empowering them to make decisions. He emphasizes that product management should be a muscle developed through practice, not a qualification that automatically fits every situation. Over-reliance on PMs can stifle the decision-making muscles of engineers and designers, leading to inefficiencies and a disconnect from ground truth.

Tom explores how AI enhances the capacity of individual contributors (ICs) and redefines productivity across product teams. Tools like Hex Threads and AI-driven data insights empower PMs and engineers to analyze data, spot regressions, and understand system behavior more rapidly. This shift reduces dependence on data scientists for routine analysis, allowing their skills to be focused on foundational data infrastructure improvements. AI accelerates decision-making, making it easier for senior ICs to operate independently and focus on impactful work, thus redefining the structure of product teams.

The discussion reveals how Whatnot structures its product organization with loosely aligned PMs reassigned to different problems rather than fixed teams. This flexible approach allows PMs to tackle high-impact problems based on macro planning every six months. Verrilli advocates for senior ICs to do most of the work themselves rather than a traditional hierarchy where PMs spend their time in meetings or coaching. He underscores the importance of deep technical understanding, micro-level involvement, and staying close to ground truth, exemplified by leaders like his founder, Grant LaFontaine.

Verrilli shares insights on what qualities are now most valued in PM candidates—primarily system thinking and the ability to quickly assess and validate ideas. He notes a decline in the emphasis on stakeholder management and politics, favoring candidates who exude macro and micro thinking in case studies and interviews. He suggests that aspiring PMs should focus on honing core management skills—understanding customer, tech, and business—and actively engage in hands-on work to stay sharp.

The conversation touches on how the future of product teams may look more fluid, with fewer dedicated PMs, engineers, and designers working more broadly across problems. Verrilli envisions a world where senior ICs, tech leads, or specialized individuals take the reins on projects, empowered by AI and a culture of ownership. Leadership at scale demands deep involvement, micro-level understanding, and a willingness to work in the weeds, which Verrilli believes leads to better decision-making and product quality.

Reflecting on his experience at Twitter, Verrilli highlights the importance of simplicity, decisive leadership, and grounding decisions in ground truth. He advocates for leaders to immerse themselves deeply in the micro details, understand the code and customer experience firsthand, and avoid unnecessary complexity and delays caused by organizational inertia. His approach emphasizes trust, verification, and focusing on high-impact priorities, especially in founder-led companies.

Verrilli candidly admits that he experiences failure often, emphasizing that relying on averages can be problematic when it overlooks crucial individual use cases. He argues for nuanced understanding of metrics and urges product people to prioritize ground truth and direct knowledge over superficial data signals. His philosophy underscores the importance of learning from failures through deep, detailed investigation and staying connected to real-world impact.