Go deeper than surface requests to root causes

I think there's one more step you can take, which is, why do they have that problem in the first place? And maybe there's something there, and that could be an opportunity to make a bigger product impact by fixing that underlying condition that created the problem in the first place.

A customer is asking for a feature, but then you would say, okay, why are they asking for it, and back up to the problem. But there's one more step you can take - why do they have that problem in the first place? Maybe there's an opportunity to make a bigger product impact by fixing that underlying condition.

What makes it hard? Client will tell me, 'Oh, we want to open up business in Australia. It's a market we haven't tapped.' And I'll say, 'Okay, so why are you and I talking about that? You're the CEO. Just tell somebody to do it. What makes it hard?'

You actually start with a problem or the inverse of that, which is a vision, but they're connected. Most great companies, most great products come out of a problem, but out of the problem becomes like, 'Here's a better way.'

A problem well stated is a problem half solved. I think a lot of it comes down to not the things you try, but how you deeply understand the problem that's preventing someone from using your product effectively.

Really what we should have done is taken a step back and be like, 'What's the real problem? The real problem is people want to know what they're getting themselves into. We need to represent the homes a lot better.'