Where I Stand
- Niccol walked into Starbucks and asked: "What is the core experience?" Then he stripped everything that wasn't it. Outlets on. Sharpies back. Comfortable seating. I haven't done this exercise for FeatureOS. What IS the core experience? Collecting feedback? Showing a roadmap? Publishing a changelog? If I can't pick one, the product has no center.
- Niccol visited stores "multiple times a day" before anyone knew he was CEO. He learned the real problems from the floor, not from dashboards. I have dashboards. I have analytics. But when was the last time I watched a customer use FeatureOS in real time and felt what they felt?
- "We made the job more complicated than necessary" — that was Starbucks partners' #1 feedback. If I asked FeatureOS customers the same question, what would they say? Am I even asking?
- "The worst decision is no decision." Niccol wanted to demonstrate that speed matters. I deliberate. I research. I consume more content. Meanwhile the decision sits unmade and the team waits.
- "You cannot cost-cut your way to great brands." FeatureOS is profitable at $15K MRR but not growing. Am I in a cost-management mindset when I should be in a growth-investment mindset?
- Niccol's 90% promote-within policy gave partners a clear career path. Does my team know what "great" looks like in their role? Do they see a path forward at Skcript, or is this just a job until something better comes along?
What I Need to Change
- Do the Niccol exercise this week: define the FeatureOS core experience in one sentence. Then list every feature that conflicts with it. Those features are candidates for removal or de-emphasis.
- Schedule 5 customer calls this month where I watch them use FeatureOS. Not a sales call. Not a support call. A "show me how you use this" session. This is Niccol visiting stores.
- Make three decisions I've been sitting on for more than a week. Today. Even if they're 52% right. Speed of decision-making is a signal to the team.
- Ask each team member: "What's one thing about working here that's more complicated than it needs to be?" Then fix the top answer within a week.
The Hard Question
If a new CEO walked into FeatureOS today and spent a week just watching customers, what would they strip away that you've been too close to see?