“It has been a privilege to serve as a mentor to Ryan Singer and to witness his remarkable growth as a product leader and innovator. From the start, Ryan demonstrated a rare combination of curiosity, discipline, and creative problem-solving that set him apart in the field of software development. Throughout our mentorship, Ryan consistently impressed me with his ability to synthesize complex ideas and translate them into actionable strategies. His work as a key team member at Basecamp, where he helped shape the company’s product vision and development processes, is a testament to his deep expertise and leadership. Ryan’s authorship of “Shape Up: Stop Running in Circles and Ship Work that Matters” has had a transformative impact on how teams approach project management and product design, and I have seen firsthand how he applies these principles to drive real results. What truly distinguishes Ryan is his willingness to challenge assumptions and his dedication to continuous learning. He approaches each new challenge with humility and rigor, always seeking to understand the underlying dynamics before proposing solutions. His collaborative spirit and clear communication have made him a valued partner to colleagues at every level, and his influence extends well beyond his immediate teams. Ryan’s career trajectory-from UI Designer to Product Manager to Head of Strategy at Basecamp-reflects his versatility and his commitment to mastering every facet of product development. He is not only a strategic thinker but also a hands-on practitioner who leads by example. I am confident that Ryan will continue to make significant contributions wherever he goes. Any organization would be fortunate to have him as a leader, collaborator, and innovator.”
Sobre
I've worked on all levels of the software stack, from UI design to programming to…
Atividades
-
Only 10-15 books on startups have achieved cult status. Every founder has either read it or has it on their shelves. But 2 of them set off my…
Only 10-15 books on startups have achieved cult status. Every founder has either read it or has it on their shelves. But 2 of them set off my…
Ryan Singer gostou
-
Since starting GrowthX with Marcel Santilli last year, we bootstrapped first, then raised our Series A with an awesome partner. We’ve since reached…
Since starting GrowthX with Marcel Santilli last year, we bootstrapped first, then raised our Series A with an awesome partner. We’ve since reached…
Ryan Singer gostou
-
I now feel like I'm programming when using AI to code. It used to feel like managing a team. Here's what changed: When I started doing AI-first…
I now feel like I'm programming when using AI to code. It used to feel like managing a team. Here's what changed: When I started doing AI-first…
Ryan Singer gostou
Experiência
Publicações
Recomendações recebidas
1 pessoa recomendou Ryan
Cadastre-se agora para visualizarMais atividade de Ryan
-
Remix 3 exposes what React tries to hide: Events and re-renders are first-class citizens of any UI. If you missed it, search for "Remix Jam 2025"…
Remix 3 exposes what React tries to hide: Events and re-renders are first-class citizens of any UI. If you missed it, search for "Remix Jam 2025"…
Ryan Singer gostou
-
Smallpdf just introduced Shape Up! 🚀 I spent the past 2 months with the good folks at Smallpdf helping with the rollout. We shaped initiatives…
Smallpdf just introduced Shape Up! 🚀 I spent the past 2 months with the good folks at Smallpdf helping with the rollout. We shaped initiatives…
Ryan Singer gostou
-
Use as many complex charts as you need for your own analysis, but share the one that communicates an insight to your audience. Data shouldn’t…
Use as many complex charts as you need for your own analysis, but share the one that communicates an insight to your audience. Data shouldn’t…
Ryan Singer gostou
-
After nine and a half incredible years, an amazing chapter of my career at Medidata Solutions has come to a close. It’s hard to put into words just…
After nine and a half incredible years, an amazing chapter of my career at Medidata Solutions has come to a close. It’s hard to put into words just…
Ryan Singer gostou
-
We failed our way to a $10M/yr. business. Not the inspirational kind of failure. The embarrassing kind. James Peters and I entered every…
We failed our way to a $10M/yr. business. Not the inspirational kind of failure. The embarrassing kind. James Peters and I entered every…
Ryan Singer gostou
Outros perfis semelhantes
Ver mais publicações
-
John Cutler
Product leader: Our engineering org uses [xxxxxxx] for program/portfolio management, but I've never spent a single second in that tool. This is a mid 6, low 7-figure mystery budget line, but it also makes complete sense. Most program/portfolio tools were designed for a decades-old version of program and portfolio management. Centralized IT teams. PMO as "gate", channeling the needs of countless business groups into a centralized group of developers. Mind-numbing spreadsheets with an engineer per row...their time dolled out across projects to please the optics requirements of a disconnected finance partner. "Product managers on the business side, POs on the 'tech side'". Teams measured on ‘say do’ ratios and ‘predictability’ The world has changed for many companies. Those models don't cut it anymore. Teams/groups are more independent. They are aligned around outcomes. Yes, you still have cross-cutting dependencies and strategic initiatives, but the PMO is no longer the gate, report generator, and glorified scaled project manager. Companies are looking for other solutions — and it shows. 1. Mad-scientist no-code setups that work brilliantly until the person who built them leaves. 2. Over-customized frontline tools that eventually become unusable for everyone. 3. Rigid platforms that force teams to work their way instead of adapting to yours. 4. OKR tools that handle goals well but only solve one part of the puzzle. If anyone of this resonates...reach out.
18 comentários -
Madhu Gurumurthy
AI has a product problem. Not a model problem. Models are making capability leaps every few weeks but AI-native product innovation hasn’t kept up. Most products are forcing AI into existing UX patterns rather than rethinking an AI-native experience from first principles. Parallels to early mobile (2007-2010) - for years, mobile meant shrinking your website into your phone until Uber reimagined transportation. To be clear, there are lots of amazing AI-first products. See NotebookLM, Lovable, Stitch, Flow. But the pace of innovation on models has been faster, for a lot of reasons which I will explore in future posts.
48 comentários -
Marcel Semmler
🚨 Product Management in Europe is broken. Too much process. Too little business impact. Too often, Product Managers are treated like project managers instead of growth leaders. At the Highberg MediaMinds Strategy Forum 2025 I’ll go on stage with a clear message: 👉 It’s time to move Product from the backlog to the boardroom. My keynote: “From Broken to Breakthrough: Rebooting Product Management in Media” I’ll share: ➡️ Why most product teams underdeliver today ➡️ How the US does it differently (and better) ➡️ What it really takes to rebuild Product as a growth engine in media If we want product to matter, we need to stop hiding in the sprint planning room and start speaking in business terms. The future of Product in Europe depends on it. #ProductManagement #Leadership #Media #DigitalTransformation #HighbergStrategieforum Bauer Media Group Highberg
-
Malte Scholz
The word “feature request” is destroying product teams, and nobody's talking about it. Every time someone says "the customer requested this feature," we've already lost. Why? Because we've framed the entire conversation wrong. Here's what I realized after watching dozens of product teams: The language we use shapes our behavior. When you call feedback a "request," you've already positioned yourself as an order-taker. Your team starts thinking their job is to make customers happy instead of solving the right problems. You can't just dump feedback into Jira and label it a "feature request." That's not product management — that's customer service with a backlog. The most successful product orgs I've worked with banned this term entirely. Instead, they treat feedback as signals: • Raw data points to analyze • Patterns to identify • Problems to validate • Opportunities to explore Not orders to fulfill. Here's the framework that actually works: 1. Collect feedback without judgment 2. Tag it to problem spaces (not solutions) 3. Look for patterns across multiple inputs 4. Link to strategic opportunities 5. THEN decide if it belongs on your roadmap Notice what's missing? The assumption that you have to build it. When you stop calling them "requests," your entire culture shifts. Your team starts asking better questions: • What problem is this really solving? • How many customers face this issue? • Does this align with our product vision? • Is this the right solution, or just the loudest voice? Your backlog isn't a suggestion box. Your product strategy shouldn't be driven by whoever complains the most. The best product teams know this: Customers are experts at their problems, not your solutions. So yes, I'm saying it: 𝗦𝘁𝗼𝗽 𝘁𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗹𝗶𝗸𝗲 𝗳𝗲𝗮𝘁𝘂𝗿𝗲 𝗿𝗲𝗾𝘂𝗲𝘀𝘁𝘀. Start treating it as intelligence to interpret, not orders to execute.
24 comentários