Why LinkedIn is turning PMs into AI-powered "full stack builders” | Tomer Cohen (LinkedIn CPO)

0:00 When we look at the skills required to do your job, by twenty thirty, it will change by seventy percent. So whether or not You're looking to change your job, your job is changing. In order to stay competitive, you actually have to go back to some first principles, go back to the drawing board, and reimagine what it means to be building. You're experimenting with a very different way of building product at LinkedIn that fulbraces what AI unlocks. We call it the full stock builder model. Goal itself is to empower great builders to take their idea and to take it to market, regardless of their role in the stack and which team they're on. It's really a fluid interaction between human and the ship. This feels like this could be a model for how a lot of companies operate and how product ends up being built in the future. Change management here is gonna be a critical part. It's not enough to give them the tools. You have to build the incentives programs, the motivation, the examples to how you do it. I see a lot of companies roll out their agents and just expecting companies to adopt. There's always been this question, is AI gonna just make people that are not amazing more amazing, or is it gonna make amazing people even more amazing? Top talent has this tendency of continuously trying to get better at their craft. Chi traits that I'm emphasizing for builders is

1:11 Today, my guest is Tomer Cohen, long time chief product officer at LinkedIn. Who is piloting a new way of building that I think will become a model for how companies operate in the future. It's called the Full Stack Builder Program. And essentially the idea is to enable anyone, no matter their function, To take products.

1:30 From idea to launch. They've scrapped their APM program and replaced it with an associate full stack builder program. They've introduced a new career path with the title Full Stack Builder that anyone from any function can become. And as you'll hear in the conversation, they've built a bunch of internal tools and agents and processes to basically build a human plus AI product team that can move really fast, adjust to change quickly, and do a lot more with a lot less. If you're looking for inspiration for how to rethink how your team operates,

2:00 And to lean into what AI is unlocking for teams and companies. This episode is for you. A huge thank you to Shira Gastarch for suggesting topics for this conversation. If you enjoy this podcast, don't forget to subscribe and follow it in your favorite podcasting app or YouTube. It helps tremendously. And if you become an annual subscriber of my newsletter, you get a year free of a bunch of incredible products. Including a year free of Devin, Lovable, Replid, Bolt, In it, and Linear Superhuman D Script, Whisperflow, Gamma, Perplexity, Warp, Granola, Magic Patterns, Raycast, Chapier, D Mobbin, and Stripe Atlas. Head on over to Lenny's Newsletter.com and click Product Pass.

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3:31 Get$1,000 off. advanta.com slash Lenny This episode is brought to you by Figma, makers of Figma Make. When I was a PM it airbnb, I still remember when Figma came out. And how much it improved how we operated as a team.

3:47 Suddenly, I could involve my whole team in the design process, give feedback on design concepts really quickly, and it just made the whole product development process so much more fun. But Figma never felt like it was for me. It was great for giving feedback on designs, but as a builder, I wanted to make stuff. That's why Figma built Figma Make. With just a few prompts, you can make any idea or design into a fulctional prototype or app that anyone can iterate on and validate with customers.

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4:36 Check it out at Figma dot com slash Lenny. Tomer, thank you so much for being here and welcome to the podcast. Thank you it's great to be back. It's great to have you back. Uh I'm really excited to be chatting because You're experimenting with a very different way of building product at LinkedIn.

4:57 That Fully embraces what AI unlocks. kind of leans into what is now possible. And To me, this feels like this could be a model for how a lot of companies operate and how product ends up being built in the future.

5:09 There's a lot of product leaders that are talking about AI, what they can do. It feels like you're actually doing this in a really, really radical way. And so I'm excited to learn from you, to hear about this, for listeners to uh understand what you're seeing, what you've learned. Let me start with just why did you decide this was necessary? Why are you rethinking all of these things about how product has been built for a long time? A KA, why do people need to pay attention to what we're about to be talking about?

5:34 It really starts with kind of the basics. For me Technology has always been about empowerment. It's not about what it does for us, it's about what it enables us to do. And now we have this amazing opportunity in my mind to make it about meritocracy. And I think it's an opportunity, but it's also a necessity right now. And I wanna put this in context where We're entering this phase where the time constant of change

5:57 is far greater Then the time constant of response basically means that change is happening faster. They were able to respond to it. Now Uh, you know, LinkedIn has this unique view of of the world of work. So we actually have some pretty uh in my mind mind blowing stats to kind of put this in perspective.

6:13 When we look at like the skills required to do your job. By twenty thirty, which is literally four years from now, sounds a long time, but forty years four four years from now. It will change by seventy percent. So whether or not you're looking to change your job, your job is changing. The only question is do you keep it? And then we look at organizationally, this the the fastest growing jobs right now, the most in demand jobs in the market are growing by north of seventy percent from last year's

6:41 Fastest growing job. So There's a new kind of iteration of what you need as an organization to thrive. And then you apply that to building products, and you realize that in order to stay competitive, you actually have to go back to some first principles. Go back to the drawing board and reimagine what it means to be building. What I love about this is

7:00 When you think about the role of a builder, which the builders are the heart of company. Uh the goal is actually quite simple. Uh the builder takes an idea and she brings it to life. That's really the process, right? And we all build those uh let's call them like best practices. You research the problem really well, you spec it out, you design it, you code it, you launch it and you iterate. That's kind of that's basically it.

7:23 But what happens it At many at scale companies, LinkedIn included in many other companies. Over time that process became very complex very quickly. So what happened? We took every step And we expanded it to a lot of sub steps.

7:37 Researching. The problem became looking at for us ten to fifteen sources of information. Obviously talking to customers but doing data pools. Looking at feedback tickets in multiple sources, social media. uh interactions with customers

7:51 We probably have ten to fifteen sources of information we go through before we kind of feel like we have research the problem really, really well. Think about reviews for product. There is design reviews, privacy reviews, security reviews. I can go on and on and on. And each one of those sub steps actually has a valid reason to exist, but when you add the whole thing together, you're like, Oh my God, this is why it takes to build a small feature, multiple teams, multiple codebases, multiple sprints.

8:16 just to get it out to launch and not talk about iterating, which is actually where you see success. You never see success in the launch itself. So really the work itself is not complex, but the process we made very complex. And what I when I was digging in, I found it doesn't end there. Because somebody has to do all those sub steps. So what happened is You actually move from process complexity to organizational complexity as well.

8:41 Uh and then you actually led to micro specialization. All those subsets are dying by some doing by somebody specific. So from one builder we have multiple functions. Obviously we have engineering, product and design. And you can start questioning those lines. At least I am internally. Ah and from there we have a lot of my you know stuff specialties.

9:01 Uh it happens in every one of those functions, but imagine design. We have interaction design, animation design, content design, research, just so many Aspects to that. So Uh it's they all they're all valid, but they all have people and that that entire process basically means a lot of it's basically bloating, it's complexity. And then without noticing, you end up with this massively complex. We actually have this diagram that basically shows the process complexity, organizational complexity together. And usually people are like mind blown because they're working on one one thing very specific, but when you zoom out

9:32 you have this, you know, uh overwhelming experience you're kind of uh thinking about. And now we have this real opportunity to collapse the stack back up, go back to craftmanship. rethink the product development life cycle. Which is where the full stock builder model comes to life. Wow. Okay. There's so much here. Uh we're gonna be showing the visuals as you talk to uh how people see what you're explaining here. And all of this is very rational.

9:56 Like if you have fifteen sources of information, you like why not pull from it. Like why miss out on that stuff. And what you're describing here is as you get more powered and more specialized, like it all makes sense rationally, but when you start to step back and look at this, like holy shit, it takes six months to launch it. Launch one feature. I wanna ask about the stat you shared. I think this is an incredibly powerful stat and you have very uh

10:18 Unique data here to tell you this sort of stuff. So you said that something like seventy percent of the skills that people will need in the future. Uh are gonna change. To do their current job. And what is this looking at? Is this just like based on historical data, or how do you how do you find that? Yeah, to be fair.

10:37 There was always a change, right? So it's it was never about just, you know, just skip the skills you have today. But we've never seen such a traumatic part. of uh of you know of your world today. So, you know, whether you are a marketer right now or a seller, a recruiter, an engineer, you know, engineering is where a lot of the investment is going in right now. uh in terms of agents, uh those those jobs will

11:00 Change dramatically. Uh, you know, I remember I said my my role my my life as an engineer and You know, even then it's changed materially after ten years. And then the change we're seeing right now, just thinking about in four years, what does it take to actually engineer really, really well would be dramatically different or to build software, to build an artifact of some sort. But it's true for almost every function. It's not equal.

11:22 Іно, сам like nurses will see less impact. But some jobs will see ninety, ninety five percent impact. There's also a stat that I don't think you mentioned here that I saw in the post when you first talked about this program is that seventy percent of today's fastest growing jobs We're not even on the list of jobs a year ago. Yeah, it was a it was no so that so yeah, so this is the fastest growing job on the list were not there a year ago, and then uh many of them don't even exist.

11:47 uh you know, a decade or two ago. There's actually some pretty amazing stats across the board. Okay. So let's talk about the uh this program they built uh tell us the name. And then tell us the the kind of the gist of what it is today and the vision of where you want it to be. Yeah, so we uh call it the full stock builder.

12:06 model and the the goal Uh, always start with the goal. The goal itself is to empower great builders. to take their idea and to take it to market, regardless of their role in the stack and, you know, specifically which team they're on. And um the kind of the

12:22 the idea ultimately is to be able for that builder is to develop experiences and to end to combine skills and expertise of what across what was traditional distinct domains. To bring it all together. And it's not a sequence of steps. It's really a fluid interaction between human and machine. That's how the way I see it. And then

12:40 When you look back at that product development lifecycle from you know the the idea, the insight all the way to launch. The key trait that I'm emphasizing for for builders is where I want them to spend their time is where I think great builders should shine in. So the idea of vision. Coming up with a compelling stance about the future. Uh empathy.

13:00 uh super critical, right? Having a profound understanding of an unmet need. Communication is critical. I and we see this a lot in job descriptions right now for almost every wall, but be able to for you to align and rally others or others around an idea. Creativity which for me is about

13:17 Coming up with possibilities beyond the obvious. For example, I don't think AI yet is great at creativity. I think it's kind of in many ways brings back the things you might not know about, but But it's not the kind of s next level creativity which I think still humans are.

13:32 Are much better at And then uh ultimately what I think is the most important trait for a builder is judgment. That's you know, some people call it test making. But it's making high quality decisions in what is complex, ambiguous situations. Everything else I'm working really hard to automate.

13:48 Really, really hard. And then when you think about the outcome It's not just about having more shots of the goal, which I think people go go like oh the iteration speed is gonna be very high. Yes. But what you're really doing to an organization

14:01 you know, the scale of at scale organizations is your They're a lot more nimble, a lot more adaptive, a lot more resilient. They can navigate the future. They can actually match The pace of change to the pace of response. And an analogy I have in mind is kind of Navy SEALs. You know, you come to training

14:18 You they're all kind of learning, they're cross trained across multiple areas. What they specialize in is the mission. Uh and they operate in small pods and they're very nimble and you can assemble them very quickly. And I think that's gonna be the organization that will win in the future. Okay. So the kind of the simple idea if you're just to boil it down to a sentence, the idea here is

14:39 There's a builder. Who goes through the entire product development process essentially on their own. They have an idea They research, they do data, they Prototype design. S kind of like the vision of where this goes.

14:50 Yes, but they'll have to be on their own. It's not like it's not I still believe in teams. Smaller teams. Smaller teams and much more focus on the problem, the mission per se. versus Actually one of the things we've done as an example, we kind of uh started to do the idea of pods. We're no longer large teams. We assemble a team. Ideally of full stack builder is coming together.

15:13 And you know, it's less about gonna have an engineer design PM working together and trying to combine this trio. looking for folks who can flex across. And then they tackle something for a quarter or so. And then we kind of reassemble those to different pods. That's like one example of an event manifestation we're doing right now and seeing

15:31 Actually some great success in both in terms of velocity, but also in terms of that focus and nimbleness of that team. And it feels like the goal here, what you're trying to adjust and that broke as Teams bloated as speed and adaptability and flexibility because going back to your original Uh

15:48 Point that uh Change is happening so much more quickly now than companies that have been building in this. traditional way just can't compete. Yeah. It's not that you have to break the model. I think the model is broken. It's just this Uh pace of change is is helping us realize it.

16:03 Okay, so then going back to the things that these builders still do. Versus what you want to automate. So the list you shared is Uh they're responsible for the vision. Empathy.

16:13 Communication. Creativity and judgment. Yes. Yeah, and I would put a lot of the focus on the latter. I think I the kind of if you ask me at the end of the day, what's the kind of most important trait, I would say it's that judgment that's making ability. And then in terms of what you're automating, what are some of the areas you've seen a lot of success? in actually automating and where do you think this goes?

16:35 Yeah. So I think just to kind of break it to pieces, uh, and I think this is, you know, it's if you were a startup right now, you know, in many ways you can start this way, right? You can Uh there's no legacy code, there's no legacy structure you run, and in fact a lot of the startups I talk to. uh that are build AI natively, they're they don't They're just working at full stock builders. Uh that's the way they start.

16:58 If you're at a company at a scale uh of of ours and and many others in the market in in the market, you're like This is almost like a new production function and mindset. uh that that you have to do and there's really three components that we're working on. One is platform, the second one is the tools and the agents. And lastly is the culture.

17:18 The platform one This is the kind of level of investment you have to do before. to before this actually starts to you start to see all the benefits come accrue. But the platform for us as an example is re architecting all of our core platforms so I can reason over it. So we're building kind of this uh composable UI components.

17:36 uh with server side that we actually build we're basically building for AI to be ready to bring it in. So You can't just go and bring a third party tool. and have it work on the LinkedIn stack. In fact, that's one of our biggest learnings. It never works. Never works.

17:51 You have to bring it in and customize. A lot of it working almost. in alpha mode with those companies to make it work internally. So this is essentially re architecting your code base to work more efficiently with AI. Is that one way to think about it? Yes. And in many ways working with those companies to uh adjust something in their stack to work with our stack as well.

18:11 So the those companies meaning like the development agents like cursors and depons and such? Yes, and like or Figma on design. You can think about the design systems another is another example of that. But you have to have that back and forth because they're not In many ways we haven't seen anybody be able to work off the shelf immediately on our on our code based design systems and unique Context we have. Just to follow that thread briefly, what are so there's Figma, that's interesting. So basically the way Figma exports and keeps your design system that has to change to work better with AI is what I'm saying. They first need to know how to work with our design systems, which is something there's there are, you know, in many ways a lot of those companies are working on. Same with coding. You need you can't you It doesn't work that you just bring it in and it just risen over your code base.

18:54 Uh really well. We tried. We have to build we are building that layer that basically allows it to do so, whether it's Co pilot or Cursor, Windsurf, and so on. Got it. Okay. Oh yeah, Copilot. Microsoft. I get it. I get it. Okay.

19:07 Uh okay, so So that's the platform. So that's an investment that you guys have to make to make AI eff effective at at building and and doing all these things. And then you have tools. So tools is where you you really build the agents. I mentioned I want to automate everything outside of those five traits that we talked about, and then we're building the tools for that. And then For that, actually very similarly, I can't just bring a tool from the outside and work. So I'll give you an example. We're building one of our biggest things is building a trust agent. Uh we you know, trust is really important for us at LinkedIn.

19:38 Ah, there's a lot of unique vectors which trust places at LinkedIn uh doesn't place anywhere anywhere else. So we need to bring all of that know how and context and information base into that agent. So we ended up building our own trust agent. I'd link that. And so what is this trust agent doing? Telling you when you're maybe exposing information they should. When you build a spec, you build an idea, you walk through the trust agent, and it'll basically tell you how, you know, what are your vulnerabilities, what, you know, uh harm vectors potentially you're introducing or will be introduced as a result of that.

20:09 And I had our head of trust build it. So uh the the head of craft for every area is building their own agent. As an example, we we took, you know, we have uh one of our features for job seekers is called open to work. If you're looking for a job, you can put an open to work. Yeah, a little green thing on the circle. Uh and actually it's a great signal. I've seen some great success from it. People are helping each other, the community really thrives around helping each other, but at the same time it introduces uh a trust vector uh for bad actors because they're You know, open to work, people who are looking for a job are potentially more vulnerable. uh to scams uh than other folks.

20:45 So being able to think about how do we prevent all of those ahead of time. So we run we walk that spec from a couple of years ago through the chust agent. Not only was it able to find all the stuff we initiated at the beginning, but all the holes that we did not Catched until later. Uh, so that's like a great example of something that actually worked really well. That's one. The other one is a growth agent.

21:05 As an example. Uh again, LinkedIn has a very unique um actually one of our We have an incredible growth team, uh growth process. We've kind of funneled all of our unique loops our funnels, our tests of the past, everything into this growth age, and now you can basically rock. your respect for it, your idea for it, and it will not just allow you to

21:27 Do it better is actually critique. How good is your idea? This is something we cannot bring off the shelf. It's very unique to LinkedIn. So we had to invest uh dramatically in it. And you know, one thing which is using it right now, which is almost uh you know, wasn't uh

21:43 I wasn't thinking about at the beginning, but our U XR team are our U E our team, like the U as a research team. Uh is usually using that growth agent to understand out of all the things that are basically surfacing for members, which one has the biggest Growth opportunities will have the biggest impact. That was not in the cards when we thought about that idea. But teams are basically funneling like uh funneling those ideas into this one. An example is our research agent.

22:07 So research engine basically is trained on the personas of our members. Can think about like a small business owner, a job seeker and so on. And it's using not just world knowledge, it's using all the uh re research we've done in the past. All the support tickets. Coming in

22:26 So it's it's pretty good at understanding that persona at LinkedIn. So One example we had is a team came back with a spec Uh they weren't aware we had a research agent yet. I asked the research agent, you know, for a small business owner. What did you think about the marketing spec we had? And it critiqued it extremely well. Actually, in many ways, shifted the direction of the team to focus on other

22:48 Integration tools we can focus on. But you know, it's very hard to have that visibility all to all that corpus of knowledge inside of the company. That's another example. We have an analyst agent trained on all like how you basically can query the entire LinkedIn graph, which is enormous. Uh, instead of you know relying on your SQL queries or data science teams. You can use the analyst agent.

23:09 All of those I would say are I would call them Still MVP plus plus The goal for us in the next couple of months to basically roll them out externally. Externally, I mean internally at LinkedIn. Okay, not as the new product lines. Uh okay, so many questions. One is just how are you building this? Like is there a platform you're using? What does it take to build an agent at LinkedIn? Is it all internal tools or is there Third party use.

23:31 It's a great call. So I think we've we've been experimenting with a lot of tools. And I would say a lot for a lot of those kind of knowledge corpus agents, we're using everything from co-pilot enterprise to uh ChatGPT enterprise. By far, though, the most important part was basically uh our own customization of it. That's been the where we saw the biggest gain. You know, even like building the orchestrator across those because you don't want to use you want the agents to start falling to each other, the trustees should kind of work with the Rolf agent and Go do a back and forth versus doing what more sequentially.

24:03 So we've done a lot of work internally to make it happen. This is why I think it does require that level of investment. Uh and then in some cases, you know, let's talk about you know the design agent that we're working with. We're working with multiple companies to try and understand which wor which product works best for us. Uh and interestingly enough, um And this is another learning.

24:22 different teams gravity to different products. Uh so that's like a something we'll have to resolve and think about how we do this really well, because ultimately we were trying to kind of simplify the process as much as possible. But That's like a that was a big learning for us and how which tools we use and how we basically integrate them in. Got it. So like you might have an amazing Figma agent, but some teams want to use a different design tool. Yeah, so like you know, we've kind of experimented with Figma and Subframe and magic patterns and so on, and we saw people gravitating depending on the function, their level of visibility, their

24:54 uh the know how of the tool before they're giving it into different tools. And you know, ultimately I don't want to have I design agents in the company. So we have to like, you know, converge into at least a few. And I think it's Similar across many areas because uh the appeal of those

25:11 A lot of those agents are trying to solve similar end goal, but they're doing it very differently. And but you'll see that ultimately I don't think there's gonna be a winner takes all because the the starting point Oh. you know, the customer or the user

25:25 will dictate a lot how simple they are for that use case. Super interesting. The other interesting takeaway here is you're designing very specific agents that are s J one job to be done. Is that a very intentional decision? Do you try an agent that just is super intelligent on all these things?

25:40 We're uh ultimately they will do an orchestrator. We're gonna leave the orchestrator across, but we did wanna be able to uh rate and grade those agents really well and how they're doing. And I think there is a level of expertise. Now Uh, we're kind of building this as uh in a way where you'll be able we'll be able to mask a lot of those. You might not know that there's a trust stage yet. You know, you might have we call We call this in generally the product jammer agent that basically does your product jam. uh which is a process we do internally.

26:10 You might just use the product job engine and that product job engine will work with all the other agents. Uh but now we're starting with that building blocks until we build the orchestrating layer across. Another interesting takeaway from what you've been sharing is that so much of the Work has gone into the beginning of the

26:26 product development process, just like helping you craft the right requirements, clarify trust, and then here's product jam and here's the research we've done. Uh And I imagine it's because coding has already been accelerated with all these ID tools. Talk about just like why that's maybe where most of the investment's gone and where you've seen the most impact so far.

26:43 No, a hundred percent. Uh coding investment has uh gone started a while back and and those are full into place. We have our coding agent. In fact, uh we've kind of staged it into two parts of it. There is the idea to design part. And then there's the you know, let's call it the code to launch part. The code to launch part has gotten a lot of attention and we're making some big inroads there. Everything from the coding agent to what we call the maintenance agent when you have a you know a failed build. Uh, it will do it for you. In fact, I think we're close to fifty percent of all those builds being done by the maintenance agent. In the QA gen.

27:19 Well. So this is when a break builds instead of engineers hopping on. You can still go and finish your coffee before you have to go and and we do the build again. Extremely quick. Uh but we haven't had much investment until we kind of launched this program in the idea to design area. And that's a a material part of work. It's also where the quality a lot of the work comes from, and at least in the before you start to go into the coding phase. The idea is to empower everybody. So if you're an engineer, you can basically use all those tools at the front of the process.

27:49 And be able to be a full stack builder. How long did it take to get this kind of in place for you to actually form your first team to build these the initial agents and some of this back and you know redo the code base? Sort of thing. I announced this internally, you know, end of last year we really kind of started working, but it was more setting up the teams and the and the processes internally. We had our first MVPs of those agents. uh I think like four to five months after it was like really trained, I would say, but really the work itself has been kind of

28:18 couple of months of dedicated work. A lot of it has been getting all the corpus of data together, cleaning it up. That's actually a good learning as well. Like it's not great to just give it access to your drive and say reason all over this knowledge base. It actually does a very poor job understanding importance uh of the past and putting weights on stuff. You actually want to think about specifically what the context window you want to give it to and what's the knowledge base. That you want to have it focused on. So even cleaning up.

28:46 uh let's call them gold examples or golden examples to learn from has been one of the biggest learnings just reasoning over your entire Knowledge base did not work. Yeah, that makes sense. There may be just like a researcher with a strong opinion about something. That you disagree with. And that's And it wouldn't know. It's like, oh of course, this is data, this is fact. Exactly. And then it doesn't always understand like, you know, ties to original specs to success, right? You have to actually build

29:11 This is a really interesting thing. Way when you think about how you bring those tools in, you can't just bring them in, you have to know what you feed them with. And what you feed them with is not just access. I still have to just focus on the connectivity and integration. And it reminds me of the uh you know, this is almost like this actually more than ten years ago when uh I was, you know, called rebuilding the team. Uh

29:33 We're building the feed at LinkedIn. And we started from scratch and we I had to like literally sit down and filter through examples of what is a good Professional post on LinkedIn and what is not. And that was I'm not this was like weeks of work. getting up with that golden sample.

29:51 of examples, but it wasn't the most important part was feeling at the right data, not all the data. So It's it requires work. It this is where I would say like for many companies we're thinking about this phase and I do a lot of sessions today. With CPOs and COs on this process, you have to put this initial work. to get the gains after I mean I think by the way, I think this is a

30:13 I think there's a takeaway there in generally with AI. uh even if you're learning it for the first time and so on, whether it's cursor or whether it's uh design and with Figma or other tools are lovable. You should be ready to invest. Those hours before you start seeing yourself. Pick up in velocity and quality.

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31:43 That's M I R O slash Lenny. What's the current state of the pilot? How large is it? How many teams are doing it, what kind of stuff have you shipped, just give us a sense of today's world. Yeah. So we are uh I wouldn't say we are yet at a very high sample rate where it's kind of a high percentage of the organization, but we have a substantial part of the organization already using it to provide a lot of the feedback. We're seeing a lot of great uh examples. So the way I think about the benefits is A function of experimentation volume.

32:14 Multiplied by quality, how How good are those experiment experiments divided by the time it takes to actually Pull them out. Like idea to launch. Uh so on saving times we're seeing whether it's PMs, designers, engineers, uh saving hours of work a week right now.

32:32 Whether it's the analyst agent we talked about, or the prototyping really quickly, or the product jamming experience has been a big part of that. On the quality side, we're seeing inside discussions just be much, much better. And by the way, quality and time sometimes they help each other because it's high quality to have to spend that as much time on something. So we were seeing that applied in and the volume You know, I wouldn't say we're at a rate where I'm seeing uh a high percent of the organization doing it yet, but this will come once we we haven't GA this internally.

33:03 that will come in the next couple of of of months once we have all the the stuff in place. But we're seeing designers and PMs uh picking up bugs directly from the r you know. From the from the jury tickets. Pushing them in. Something we haven't seen before.

33:18 And there's just an appetite for everybody to just join. So in fact the biggest thing right now is Uh everybody wants access. Everybody wants access to the tools to to be able to do it together and we're just wanna make sure it's good enough to make sure the whole organization could do it really well. So how is it that you're piling it? Is it there's a s some number of people have access to these agents and they just work The way they've worked.

33:39 with access to these tools. Or is there like a team dedicated. This is the way you work now and this is it. And We'll see what happens. So it's very cool. So basically we have uh a team building, it's the core team building kind of the FSB track across all of R and D. F full stack builder.

33:56 And then there are pockets and pods of teams using it. So basically we are looking at specific areas that we're basically giving it to uh the condition there is they give feedback uh as a response for that, they make the tool better. So it's not just access. We want people who will use it. One of your early adopters would be the ones who helped you shape the product really well.

34:16 So we're doing this in a pod model. Right now. So it's like a pod within a larger team, like like a designer, PM engineer kind of group within a Is there an example you could give like a part of LinkedIn that's trying this out? Yeah, so you know, if I think about some of our teams, whether it's uh actually we just launched uh semantic people search and the semantic job search as well.

34:37 that team was using part of those tools to actually help build it. So that team actually This was PMs building their own dashboards. with those tools without waiting for design resources to c to come in. Then we have uh design team, uh, who is now already, you know, this started really uh from the manager kind of rolling this out. And in many ways, what I tell this team is don't wait for the official GA. You know, start

35:01 Start doing it, start kind of uh leaning in. Uh, we're seeing designers of that team uh starting to push kind of PRs, which never happened before. And now other teams that want to do this as well. So it's it's starting with this kind of uh grassroots Experience There is I would say there is the the places I've been very

35:19 Formal of which at the beginning has been the top. The product executive teams basically we move from functional leaders, design, PM, B D, and so on to product areas leaders and they basically walk across the stack. And they also go for three sixty with all of those functions to see if they're if they're really able to do a full stack building experience.

35:39 Then we're also launching at kind of like the junior side a new program called the Associate Product Builder Program. where we basically we used to have our APM program, which uh this is about it's ending this year. Uh and then starting January we're gonna start having our A P B program. And they're gonna come into LinkedIn. We're gonna teach them how to code, design and PM at LinkedIn. Uh, they're gonna go for a pretty um

36:05 rigorous training process and then they're gonna join those pods. And gradually we're gonna grow that program to be uh a material part of LinkedIn as well. Wow. So this might be the future of The APM program is this

36:19 Full stack builder APM ish program. In many ways, we're taking we've built some pretty amazing. I'm really excited for that group. I wish I could join it. You build Amazing training for them. And in many ways, we're going to use that training to think about how we want it across the organization. We're kind of using the lens of you know, you you have great technical skills, but you're not, you know, an engineer at a company yet, or you have great design taste, but you haven't designed at scale in company eight. And we're gonna teach you how to do it at LinkedIn.

36:48 Uh, but the training we're gonna use a lot to kind of extend across the company as well. Okay. So you have these programs, these pilots and these pods, and you said what you're looking at to see if this is something you roll out. Is Experiment velocity. Times quality times time. Divided by time.

37:02 Divided by ten okay. Got it. And I guess I know it's early, but just You said it's you're seeing that it's saving Teams a few hours a week at this point, something like that. Yeah. And I I think the feedback has been the most important part, right? When you kind of the way to think about this is just like you build a product. So we're building this product internally. And you wanna experiment with some kind of early adopters who will give you feedback, and the feedback has been amazing. Uh in fact

37:27 Mm sound like our top talent are the ones who are using this the most at LinkedIn. Uh and the feedback from them has been incredible in terms'cause they're they're also willing to spend the time and and give the the the the feedback as well. And Uh the response from them has been incredible in terms of like the quality of their output, the time they're spending on this to get the the value back. their desire to kind of be part of this and actually scale this and make this even better. So that's where I you know, a lot of the excitement has been from how they're using it and the quality we've seen there.

38:04 I would say in six months or so, we'll be able to see a lot more of the organization use it, and you'll start seeing kind of those top line numbers will be as well. That is a really interesting insight that the top performers are finding the most success. 'Cause there's always been this question, is AI gonna just make people that are not amazing more amazing, or is it gonna make amazing people even more amazing? And it sounds like it's likely the latter.

38:24 Yes, and it's uh it's it's in many ways it's surprising. It's not surprising. I've seen this also when we were um It's surprising because you would you want everybody else to be part of this and lean in. Uh I think top talent has this tendency of continuously trying to get better at their craft and this innate need to be at the cutting edge of how you build. And I think we're seeing this here as well. This is why you know I've I've

38:51 I had this phrase I say with the team that You know, if you if we build all those tools, will they use it? And I I know right now the answer is no. It's not enough to give them the tools to use it, you have to build incentives programs. uh the motivation, the examples to how you do it. They need to see other people being successful as well.

39:11 Uh And I've seen this also when we're shifting LinkedIn from a desktop company to a mobile company. It was a very similar process. It's very hard. Change management here is gonna be a critical part. I think I see a lot of companies roll out their agents and just expecting companies to adopt. Doesn't work this way. Some will adopt. That tends to be kind of your cutting edge, five percent.

39:32 of talent that just wants new tools and have a bias for change. But the vast majority needs to work for change management in how they do it. And that requires. being m a lot more thoughtful about the cultural aspect of it, which is by far for me the biggest and most important Thing to do.

39:48 Yeah, I wanna spend time there. And it's very like it makes a lot of sense why people don't spend time here because they have so much to do. They gotta ship things, they gotta their days are already busy. You have to now carve out time to learn this new tool. That'll not pay off for a while. So I get why people are like, Okay, okay, I'll get there, I'll I'll use it someday.

40:07 But you know, they don't. Uh This idea of culture this is When I saw you kind of share this initially, this is the third piece of making this successful. So there's like the platform of getting the code base ready for people.

40:19 For AI to work with. Then there's the the tools like the agents you've talked about. And then there's the culture. Is there more there that you can share of just like what has actually worked in helping get people on board? One thing I heard is like creating a little bit of FOMO of like, Okay, only a few people can use this mm.

40:35 You have to sign up to ch to get it access. What's work than getting people to Get on board. Yeah. Uh I I think this is where I emphasize to people that Uh getting everything done, the platforms, the tools

40:48 It's not going to be sufficient. It's a prerequisite for this to work, but not sufficient for this to work. Because it really requires you to invest a lot in the cultural aspects of how do you get people to lean into this one and This one might feel slow at first, but I've seen this before with our transformation of things from desktop to mobile. And and once it picks up, it actually maintains very high velocity.

41:11 Yeah. You know, people are really incentivized by how you define expectations for them. So to think about what is the expectation of somebody in the role. What changing performance review sort of things. Very much so. So everything from how you hire. to, you know, calibration.

41:29 An evaluation. And uh one thing I wanna see there early is this kind of AI agency and fluency. Like I mentioned, the tools are there. The question is, would you use them? will be good enough but not great at the beginning. Right. That's the classic thing of every good MVP tool. They're good enough, but they're not

41:46 Correct. And then Uh, you kinda wanna build that agency to make the tool better. Like we're in this kind of notion of we're gonna make this better for LinkedIn together. Two is piloting success inside of your organization. That's the pod model where You're showing that you know, not only this could work, it's actually having success. So we have

42:05 Even our partnerships team, our BD team. being able to kind of go instead of like relying on waiting for an engineer to help build a developer portal. And build kind of the connectors there. Literally they the uh you know, uh one of our head of partnerships just went and did it himself. didn't even delegate to his team and their goal is to say like, Hey, I can do it, you can do it as well.

42:26 Those examples are really, really powerful. I we talked about the Associate product builder program where we are going to be very focused on training. I think that will send a really strong message across the organization. People will see this talent and what they can do and I think that will create

42:43 Uh that movement. But Celebrating wins in all hands, highlighting people and showing those examples. You know, one example we've seen recently people really uh looked at it in a surprise lens, but then it kind of I think o really opened up a lens for them. We had somebody in our user research team.

43:00 Uh uh we had an opening for a PM on the growth team. And we kind of that uh role was open for a while. And she said, I feel I can do it. And she used all those tools. This is a user researcher becoming a growth PM, not usually the

43:17 career path you see. But she was excited about the area, she used all those stools. And she's now a grove PM on the team. So in And really you can start

43:28 Think about her more as a full stock builder, ultimately. But seeing those openings, uh, and then highlighting those people actually people are doing this has been a great example of it. And then just making sure that those tools are accessible, people can provide feedback, you share a lot. Uh has been An incredible part of this. It's not enough to be top down directive that this is how we want to work.

43:50 People want to feel like there's success stories. They feel like it's worth their time. It feels it's a movement they want to be part of. And then ultimately they can see success as And how they do it.

44:02 I love this m kind of comparison to the shift to mobile. That's like we all went through that and there's all these stories of companies requiring you to show mobile mocks. That's like the only way we're gonna operate now. Everything you have to ship has to be on mobile. And it's interesting how similar this is to them. And so a few things you just shared here just to kinda summarize some of the Things that have worked for you.

44:21 Showing wins, celebrating wins, showing people what other folks are doing with AI tools. uh creating a program that people enroll into and make it a little bit exclusive. Uh this performance repiece is really interesting,'cause that really will change people's behaviors here's how we get promoted. Have you actually already made that change to the PM? Is it I guess it's every track, I imagine, not just product management.

44:43 Have you already made that change or is it kind of like a work in progress? So there was two aspects to it. Once once I moved uh kind of the my team, my their backs What did three sixty for them? So their three sixty was, you know, if if you came from PM, you had the designers on your team rate you. Uh so that kind of that was that had its own and then we shared those with them and That had its own kind of motivation. But then we broadly took it across. So when we hire right now, we look for those and then

45:10 This upcoming cycle we do a biannual. It's that's gonna be part of the performance evaluation piece and we announce that to everybody and for what it's for people are excited to show. And and they excited to know how they're gonna be it's always about like I just I wanna know how I'm being Rated or evaluated.

45:27 So just being able to show those examples has been a big part of it. The other thing I would say like it takes time for this program In its formality

45:38 uh across the entire organization. And I was I was You know, intentionally not trying to be quick at rolling this out. Everybody'cause I think that's a Uh that just dilutes the value of it really quickly. Because it's not about I could care less about your title, I care about how you work.

45:55 Uh, so calling you a full stock builder is not what I'm looking for. Changing your mindset to a full stock mindset is what I'm looking for. You thinking you can do the whole thing. You're You're looking at those tools and looking at how to do it. So one of the things I've said is like if you're looking for a formal reorg or declaration to start building differently. You're waiting too long. Like I look my biggest thing is

46:17 Here's the permission for me to just not wait and just go. So whether or not like you have the right tools or not, go build the tool, like use a tool from the outside, bring it in. Show those examples in many ways. Like Prove that you're a full stack builder in mindset.

46:32 before anything else come to mind. That just naturally will happen, and that's Also where we've seen some of our best talent just goes and leans a lot into. I love that. Uh I was gonna actually mention that quote. Someone you shared you uh work with told me exactly that quote you just shared. So I'm glad you brought it up of just if you're waiting for a reorg.

46:50 You're not thinking about it the right way. How do you encourage people to actually play with these tools on their own? Are you just like go take a few days to play with AI? Is it just try it or is is there anything formal you've seen of just like getting people to more try this on our own without joining this program. A lot of the tools we've made, we've been sharing them regularly. We've done all like a few of my all hands have been all about how to use those tools. But then at the same time we're kind of inviting

47:15 Have you found a new tool that works really well for you? Like share it. So it again could be Slack, could be messages. teams and so on how you do it. But like the idea is really to start getting that investment in how things work. Actually I think in general You can feel overwhelmed by tools right now, by recipes and how to do things, uh like you know, what's what's your prompt and what's my prompt.

47:36 But really it's finding something that kind of works really well, that you can gravitate around and kind of really invest in. That's been those areas, but I think we we've had this invitation to go and explore. And and go and bring in stuff that you think are great and In many ways like

47:52 You know, bring others along on the journey. It's it's uh one of one one good way to kind of make the influence much bigger than a few folks who are doing really well with this. Are there any surprises on the negative side that have come out of this of Uh PRD is just feeling like AI driven. People slowing down unexpectedly. Is there anything that surprised you of just like okay, this is actually not great? Yeah. We mentioned a few of them. Like we I was hoping for some tools to work off the shelf really well.

48:18 Was never the case. We had to invest quite a lot. Never the case. Never the case. We had to invest quite a lot. And again, a part of it is we just have a lot of legacy information and code base and knowledge and designs and so on. So if You know, uh a lot of the companies we work with are seeing this as a great growth opportunity for them as well to invest, but I do think it's It's a big area of investment as well.

48:40 We talked about not just giving access to all of your context which we started with and like we were like, Oh, here's access to all the drive all information. Failed miserably. Uh and hallucinates like crazy. People gravitating to towards different tools, like our goal was to converge on tools. But that was pretty hard.

48:58 And then I think in terms of Um Yeah, in terms of quality, we've just seen better quality, but I think it's because again, where we are in the stage, it's still the early adopters and

49:09 They're doing a few iterations. In terms of how to do it. But it would say like the tooling adoption is hard. Uh, and then I think for some people, I've this is important for me to kind of state some people do not want to be full stack builders. And that's completely okay. Some people see themselves in specialization, and I think specialization

49:28 has a place and a role. So I don't I didn't want the m the message to be across the organization. Expect everybody to be a full stock builder. I do not. I think there are system builders that are full stack builders and then you have people who are specialized. But I don't think we need as many specialized. People as we did in the past.

49:46 I didn't actually realize this until just now. So this is is this like their title now instead of product manager engineer, their full stack builder? We have a full stack builder title uh formally inside of the organization and we are gradually Putting people in that bucket. So there's a whole career ladder that's forming. There's a whole Okay. That's a that's a bigger deal than I even thought.

50:05 So Where are you finding these folks mostly coming from? Like product, engineering, design, I imagine it's a mix, but just is there a kind of most common trend? It's a mix. We I would kind of people listening, I would just think about like just go over your org. And imagine who can do it. Uh who can right now flex across those functions, whether his

50:25 Engineering, design, uh product even B D. And what you'll find is there's already quite a few. Mm-hmm. It can fix the cross. Interesting. Uh are there any

50:36 functions you think are specially successful at this, not to play any favourites, but I don't know, are you finding like okay. Or you could also not uh highlight any specific. Yeah, I I think it's like I think it's a mental model. Of how you do it. I think

50:49 You know, if I were to play like what's the hardest craft to potentially learn I think design has a lot more work to get the design agents to be really, really good. So I think designers have a little bit of a leg up. In terms of others learning their craft and then the the vice vice versa. But I honestly think it's a mindset. I've seen

51:10 I think designers code, I think PMs kind of design and do well and This is why I think like when you kind of step back and you think about the people in your organization and who can flex I think you'll see them show up in many areas and I think you'll find there is They have the agency They're leaning into new things, they have the fluency, like they're already building

51:33 uh new experiences. And they have that growth mindset that they just want to get better. So they're It doesn't matter what they learn at school or what's their what label somebody put in them when they joined the company. What I love about a lot of this is this is the it's the easiest time to transition between different product roles than it's ever been. designs moving to PM and sh or just moving to this new role, it's like it makes it so much easier to

51:56 Like you said, that researcher became a growth VM. And this is probably my biggest advice slash motivation I give to the team because what I tell them is ultimately But the way this is for me as well. Like I think about it the same way. It's the

52:09 It's the uh the incentives for you are so aligned with the organization what we're asking for, right? Because This is the we we need you to change. We want to be a more agile. adaptive, resilient organization that can deal with The pace of change. But you want as well for your own career.

52:28 You want to be at the cutting edge of how you build So the incentives are really aligned between what you need for your own career and what the organization needs you to to do. So there's that that permission to go and do it for me is uh ideally kind of a tailwind. uh in what they want to do more than anything else. Maybe a last question.

52:47 for people that are inspired and like, okay, this is what we need to be doing. Any just tips for someone starting down this road to Be successful at trying something like this at their company. I would say like I would start With the

53:01 I would start with the notion of like how do you wanna bring like this just structure. I would think about the The platform you need to build, the tools you want to bring. And then I would spend a lot of time on the culture. platforming tools, I think, would be again a prerequisite, but not sufficient, and the cultural aspect is really important. I would think a lot of how you bring people along. So for ex for one of the learnings we had that

53:23 probably able to do differently right now, if I were to redo this program was For a while I was working very closely with my core team on it, the core kind of full stock building team that were in charge of building all this material, but the organization was always asking questions, what's going on, who's doing it. What are the tools? And In in retrospect, we could have done a lot more in the flow to just

53:43 Show them and get them uh to already use early tools or be aware of it versus doing a small team on the side. So it's okay to start with a small team. I think it's really important, but At the same time, just making sure there's like visibility across the whole thing is really powerful. Being patient and being willing to invest. I always give this example of like you know, we always give this example of like oh look at this startup, they build this in a week.

54:06 Yes, you can be lost out in a week right now. If you start from scratch, it's actually not hard. But when you are trying to transform a large organization You wanna have this impatient about the goal and you have on high ambition. But being very thoughtful and patient about how you bring it to life and the key things you have to invest in. If you don't invest in your platform, I just don't see how this could be a successful outcome.

54:32 Uh, if you don't invest in customizing the tools for you, then you're just gonna get vanilla generic Agents from the outside. So being aware of the investment and making sure you actually allocate resources to it. This is kind of the classic. uh be willing to invest up front so you can reap the benefit after versus saying, Hey, you know Uh, why am I not seeing us moving into two X the productivity in a week? That's not going to be this way.

54:58 You can see it with some people. Uh, but starting to collect those examples and starting to really think about the transformation is really key. This is so incredibly cool. I know that A lot of CPOs and heads of product and all kinds of leaders are reaching out to you trying to figure out what you've learned, how to do this. So I love that we

55:14 Went deep on all these things. Just final question, is there anything else that we haven't shared? that you think might be helpful for listeners to hear, or maybe just to double down on before we get to our very exciting lightning round. Whether you're in an organization, you're waiting for your leader to roll this out, or you're a leader trying to roll this out, I would not wait.

55:33 Like the the first thing I've done, which I thought In retrospect was really hopeful is I did not I did announce this up front, we are going to this mode. Like we're starting in pockets, we're starting in post, we're building the tools, but we're going to this is this is the mountain we're going to go. After in in many ways

55:52 uh we're gonna make it great. I also announced that this is not just an end state, it's a kind of continuous progress. There's no state we're gonna get to as much as continuously just trying to be better. And in many ways to compete, you just want to be better than others in how you build. Uh, because the the for the version of building will completely just form itself every few years or so. So do not wait.

56:14 Really focus on the progress you're making. overcommunicate with your team, not just the vision, but also the progress you're making, almost like holding yourself responsible. If you'll either give yourself KPIs you share with your own teams or OKRs. And if you're inside an organization and I would say whether or not

56:32 Not your CPO or your CEO is announcing this type of program. Go do it or join an organization that does it. So you can be at the cutting edge of of how you build in the future. Tomer, with that we've reached our very exciting lightning round. I've got five questions for you. Are you ready? I'm ready.

56:49 First question, what are two or three books you find yourself recommending most to other people? I love to give trio of books that I really like. So my current trio. is um they're very diverse in topic. So uh apologies if it's not falling all into tack. But The first one is called Why Nations Fail. Uh, it's a book I read uh a decade ago, even more. And the offers of it just won the Nobel Prize last year. And it basically talks about why does

57:17 Some nations succeed and some fail. And it's not the usual explanations we go for, which is Oh, it's culture, it's natural resources, it's the Uh it's the kind of religion. This is kinda you know, a lot of those kind of tend to be the kind of immediate excuse that people have. It kind of falls into two camps.

57:35 R D. Extractive or inclusive institutions. Can people participate broadly and opportunities shared or They are institutions that basically are supposed to be attracting from many and give to some. So it's just an incredible way to just think about how you build

57:52 a nation and for us at LinkedIn we think a lot about The idea of opportunities, so how you build a product as well. Uh and it's just a good way to kind of move away from easy explanations into like What really makes a country really successful. Uh as well.

58:06 Second book. It's called Outlive. Uh, it's really about kind of the idea, it's kind of like you know, the offer Peter talks about the idea of medicine three oh. Which is really uh the notion of like building personalized medicine, which I think in the world of AI will become incredible in the future. But it's all those it's called as categories that you should think about.

58:27 For your life so you can just Optimize your health as much as possible and goes for everything through you know, fitness to diet, to kind of the biggest health factors you should think about, but it's a It's a great long book. And the one in my bookshelf behind me.

58:42 Here you go. It's up top. You can't actually see it, I think. And then lastly, uh it's a book that also came out many years ago, but it's called The Beginning of Infinity. Uh, which I really like by um uh Deutsche and it's it's uh it's a wasn't an easy read for it's easy read for me, but I I love the idea, in fact, especially in products, I love the idea of cause and effect, like really finding great explanations for how things happen, and then building on top of that.

59:10 uh your next uh iterations and This book really pushes on the idea of explanations that only once we have a clear understanding of what things happened. Then we could have breakfasts on top of that. But until we get to a point of Clear scientific breakthroughs we are not.

59:26 going to make significant progress, but when you do that It's really almost like infinite progress you can make on top of that. Naval's always talking about that last book. I think I bought it and I just it was just hard to read. It wasn't an easy read, but it's a very powerful read. Awesome. Is there a favorite recent movie or TV show you really enjoyed?

59:46 Can I do a podcast? Absolutely. Uh so there's a podcast. In it's in Hebrew, uh it's called one song. And it takes a song that, you know, generally is ideally popular and then goes really deep on the origin and the history of the song.

1:00:03 And I love it. Uh, I just I love music and just a sex. songs so well. Uh, he does a great job also in kind of Bring to life the story behind it. Uh for me just goes back to like you thought the song was about something, but then it goes really deep into the actors behind the song and

1:00:20 Sometimes it's the words chosen or it's the uh how the ly lyrics match the the music itself and I just really enjoy that one. There's a podcast podcast called Song Exploder, I believe that is a similar concept that's not in Hebrew. In English. That I'll point people to.

1:00:38 If you love that one. It's awesome. Is there a product you've recently discovered that you really love? Could be an app, could be some clothing, could be a kitchen gadget. Take gadget.

1:00:47 Uh can it can it be an a can it be uh uh product I want to have, which I think is actually really easy to do. I love that. This is uh product thinking one on one, uh just the vision of what you want to see. So in my car right now, there is Alexa built in, which is great because the kids can ask for songs all day long and it It's it's a it's a whole Show inside of the car. But one of my favorite things to do when I and this has been doing everything again for uh well over two years is I go in and I go into voice mode. Chat GPT.

1:01:18 Yeah, it's touch a PT and then we just have a conversation. And that's just friction. I would love to have On my steering wheel a button That invokes my AI friend. That can sit next to me in the passenger seat.

1:01:32 And I you know, I just think that would be such a I actually think it will transform uh rights for people. Just that movement, that's just like elimination of friction. will transform the experience for me. On that note, I recently discovered Teslas actually do this now. If you hold

1:01:49 The right wheel. Grock appears and you could talk to Grok. Huh. So it's here. The AI has arrived.

1:01:58 Yeah, it's just like did it by accident and then it's okay cool. So for me, if you're uh uh if anybody from Uvyan is listening, please uh bring us a guitar. Rivian's falling behind. Uh yeah. And it's uh like and you have to use Grok. It'd be cool if you could switch to different uh Yeah it's just uh'cause it's it has like a f personality. Like I don't just give me information. I don't need you to laugh and give you a Did you did you need to uh spend some time with it before or did it have any memory from did you bring any memory into it? There's a a logged out version and then you could just log in and it connects to

1:02:31 Your account. Yeah, it's extremely cool. No one's talking about it. It's crazy'cause I don't know if they Launched it fully, but it just appeared. Do you talk in the car a lot to it? I I don't use it that much, to be honest, but I Like I should. My wife just doesn't love Grok. I think the brand of Grok is like a specific

1:02:48 Brand. And so she's she's like don't talk to Grock in here with me. I I I love voice mode, so I use it all the time. Yeah, I love voice mode too. It just interrupts too often. That's the issue there, right? It's just You can by the way, you can set it up. You can basically say like hey just yeah. Like let me finish. I'm learning so much.

1:03:05 Okay, two more questions. Do you have a life motto that you often Find useful in work or in the light. Think last time I talked about that, I most associated here with I might be wrong, but I'm not confused, although I don't say it as much anymore, but I think the one I love, you know, growth mindset is like a second religions for us at home. And one thing I love about

1:03:25 There's like a phrase there that is becoming is better than being. Which I think ties into the FSB mode a little bit, which is you're always in, you know, progress mode, iteration mode. It's not about getting reaching a state. It's about The journey, the process, that's what you should fall in love with. It's about continuously Growing and evolving without The negativity of it, or the there's no sense of formal there. It's just this continuous thing. If I look back a year from now

1:03:54 And I look back How much did I grow? Like how much do I know? What skills to do that again? Like uh we're at becoming better. Like how the how much Like how do I feel like you know version summer version twenty twenty six versus twenty twenty five. What's the delta there? And I kind of love that as a as a way of thinking.

1:04:13 A great segue to our final question. By the time this episode comes out, uh, it won't be a secret that you're leaving LinkedIn after fourteen years, a legendary run. You joined way before the acquisition, you helped them integrate, you Just like The way LinkedIn was perceived

1:04:29 Fourteen years ago is so radically different from the way it is today. Like it's actually really fun and interesting to be there versus Uh how people uh for a long time felt about LinkedIn. So Uh, I guess the question just how you feeling and what's next. What I imagine you're gonna get a lot of calls from a lot of people.

1:04:47 But what are you planning? Yeah, so I feel I feel proud. Um, it's been an incredible Right at LinkedIn. I've

1:04:57 You know, the way I've gotten about LinkedIn deeply the very first time was when I moved to the Valley and I you know went to a lecture at Stanford about social networks in two thousand eight and Uh, and Reed was there and he talked about the power of being a professional community online and I was very nerdy about it and thought it was incredible vision, had no plans to join and actually started my own company after, but as luck would have it, found myself joining a few years after and just thought the mission was incredible. So in many ways it aligned with my purpose and

1:05:28 And just was an incredible uh ride. to be here and I also feel very grateful I shared this with the company recently. I was starting to take learnings from my experiences here. Uh a lot of it from were from tough situations. We had a lot of, you know tough situations at LinkedIn and you know, hard calls and late nights, but you learn so much from those and

1:05:49 Just incredibly grateful. And I'm excited. I'm excited. I love I have a bias for change. I have a bias for kind of positioning myself in a pos in a in a place where I can learn the most and and learn a lot. And it's It's incredible. It's an incredible time to build. So I'm just excited to be uh thinking of new problem sets and new areas where I can Go deep on and invest the negative the next decade in. I think it's gonna take a long time for you to not feel like you're working at LinkedIn and to like forget about all the things that you

1:06:18 I've been worrying about for so many years. You know, after you build Something for such a long time. And I think you and I talked about it at one point that like I think

1:06:27 Uh, one of the best traits for a builder is to become very passionate. With what they're building. Really care. Not not about the job. It's really care about the product. When you feel the pain when somebody complains and And you kind of have this continuous discontent. And it's like for me it's the notion of like, you know, raising a baby.

1:06:45 So yeah, it's hard. It would be hard. Uh I will always think of LinkedIn as as uh one of the babies I helped uh grow. Well, I'm excited to have you back someday when you figure out what you want to do next or and or start whatever you're doing. Uh I love that this was an excuse to get to know you. Telmer, thank you so much for being here. It's great to be here. Thanks, Lenny.

1:07:04 Everyone. Thank you so much for listening. If you found this valuable, you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app. Also, please consider giving us a rating or leaving a review, as that really helps other listeners find the podcast. You can find all past episodes or learn more about the show. at Lenny's podcast dot com.

1:07:27 See you in the next episode.

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