This CPO regrets that product management exists | Tom Verrilli (CPO of Whatnot)
Summary
This episode centers on Tom Verrilli’s unusually opinionated view of product management, especially at Whatnot, where the team is deliberately designed to avoid defaulting to PMs. He argues that engineers and designers should own more decisions directly, and that PM should be used selectively as a specialist function rather than a universal layer. The conversation also explores how AI is changing the role of product managers by making data analysis, code comprehension, and execution faster for senior operators. Tom shares how Whatnot structures product work around six-month planning cycles, problem ownership, and accountable DRIs instead of fixed team attachments. He also discusses what makes a great PM, why founder-led companies often benefit from leaders staying close to the details, and his “play the accordion” model of alternating between zooming out strategically and zooming in tactically.
Key Takeaways
- 1Product management should not be the default operating model; it should be used only where it creates clear leverage.
- 2AI is accelerating the shift toward senior, hands-on IC-style product work.
- 3The best PMs are judged by customer insight, business context, technical fluency, and decisive execution—not stakeholder theater.
- 4Whatnot organizes product work around problems and planning cycles, not permanent team attachments.
- 5In founder-led companies, being close to the work is a leadership advantage, not necessarily micromanagement.
- 6Great product leadership requires oscillating between strategy and execution.
Notable Quotes
""In the last two years, 31,832 people applied to be a product manager at what not, we hired one.""
""We regret that product management exists.""
""I don't think it's explicitly because of AI but I do think AI makes it a lot easier.""
""The first one I think by a country mile is data science.""
""there's a reason that founder lead companies do so well you know industry you know the insight required and the kind of customer intuition to make the thing in the first place""
""the CEO's opinion is going to win and like that's okay check your ego at the door get to the answer but if you've got data bring it""
""I think the honest answer is you've got to be both you can't over index on either""
""the vast vast vast majority of retail shopping in United States is still people going in person and buying things""
Episode questions
Why does Tom say Whatnot regrets that product management exists?
He means PMs should not be hired reflexively. The org should only use PMs where their specialization creates clear leverage; otherwise, engineers and designers should make decisions themselves.
How has AI changed the PM role at Whatnot?
AI lets PMs analyze data, understand the codebase, and move faster with less dependency on others. Tom says it makes senior, judgment-heavy IC work much more efficient.
What does Tom look for when hiring PMs?
He looks for people who can think both macro and micro, understand the business and the customer, and make decisions instead of just managing alignment. He explicitly says stakeholder-management-heavy candidates are trending down.
How does Whatnot assign PM work across the organization?
Leadership plans every six months, defines the key outcomes and projects, and assigns a DRI to each. PMs are moved around based on problems rather than permanently tied to a single team.