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Hi, I'm Owen I help organisations identify, evaluate, and invest in new growth opportunities.

My Mandate

I work with companies where business-as-usual often creates negative forces that push against the traits necessary for creativity and innovation. To give some examples: heavy meeting culture, too much or too little stakeholder engagement, strict hierarchy and HiPPO culture, lack of belief in qualitative research or user-centred design, fixed processes designed to increase assurance and reduce risk.

Hi, I'm Owen.

I help organisations identify, evaluate, and invest in new growth opportunities.

I work with companies where business-as-usual often creates negative forces that push against the traits necessary for creativity and innovation. To give some examples: heavy meeting culture, too much or too little stakeholder engagement, strict hierarchy and HiPPO culture, lack of belief in qualitative research or user-centred design, fixed processes designed to increase assurance and reduce risk.

I advise organisations (companies, investors, and product managers) to identify, evaluate, and invest in new growth opportunities.

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What I do:

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I work with companies where business-as-usual often creates negative forces that push against the traits necessary for creativity and innovation. To give some examples: heavy meeting culture, too much or too little stakeholder engagement, strict hierarchy and HiPPO culture, lack of belief in qualitative research or user-centred design, fixed processes designed to increase assurance and reduce risk.

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May 6, 2021

Headering

At Linear, we don’t write user stories and think they’re an anti-pattern in product development. We write short and simple issues that describe the task in plain language instead.

The point of writing an issue is to communicate a task. It needs to be clear enough so that the assignee can perform it and also give enough context so that teammates who need to know understand what work is being done. So the goal when writing issues should be to do this as effectively and quickly as possible.

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Why user stories are obsolete

User stories evolved over twenty years ago as a way to communicate what a customer wanted into product requirements that a software team could deliver. Fast forward to today and a lot of things have changed about how we build software. Customers are tech-savvy enough to articulate basic product requirements. We’ve developed standards for common features such as shopping carts, todo lists, and notifications so there is no need to explain how they should work. The best product and engineering teams understand their users deeply and are familiar with how their product should work.

ProTip: How we work at Linear We discuss a feature or project deeply before deciding on an implementation plan. The project owner writes specs and gathers feedback until we feel like we have the right approach. Only then do we start writing code. It’s not uncommon to take a couple weeks to think through a feature before building it but once we’ve come up with the right plan, it’s straight into execution mode. The project owner delegates the work, starting with individuals writing up their own issues.

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