Tom Barkan-Benkler

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Tom Barkan-Benkler

Tom Barkan-Benkler

@TomBarkan

Director of Product @Spotify- Platform, Dev Experience. Born in 🇮🇱, live in 🇬🇧. Twitting about life, tech, football & F1 💙⚽💛🏎️

London UK Katılım Mart 2011
465 Takip Edilen223 Takipçiler
Tom Barkan-Benkler
Tom Barkan-Benkler@TomBarkan·
This is spot on. The success of the product/business is what matters, all the rest are frameworks/tools to help you to get there
Shreyas Doshi@shreyas

For highly ambitious, talented, entrepreneurial product people in their 30s: it is counterproductive to create your inner professional identity around things like “I create awesome OKRs” or “I send great status updates” or “I respond quickly on Slack” or “I know the Kano model (and all my peers don’t)” or “I talk to 5 customers/week”, etc. etc. All of these are mere proxies. They are not the main thing. Often they are very poor proxies. If you must create an identity, consider making it about building winning products & successful businesses. That is the main, non-negotiable thing. This is a powerful reframing because, once you internalize it, you will see that most of the activities, qualities, and labels incentivized by large groups do little to secure success for your product & your company. Of course, you will still have to do some of these nonsense, low leverage activities. But you will stop getting the dopamine rush you get today with these activities. And that is a great first step that many product people never take. After you take this first step, you will begin to get more excited & energized by activities that actually determine your product’s success. These activities are not always glamorous & cool. And most of the time, your peers will be confused about why you aren’t doing the things everyone else is doing. Some jealous & cutthroat peers might even complain vocally. But you won’t care because you know exactly what game you’re playing, and why. You are playing to win, while everyone else is busy chasing their next dopamine hit to just get through their workday.

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Sundar Pichai
Sundar Pichai@sundarpichai·
Introducing Willow, our new state-of-the-art quantum computing chip with a breakthrough that can reduce errors exponentially as we scale up using more qubits, cracking a 30-year challenge in the field. In benchmark tests, Willow solved a standard computation in <5 mins that would take a leading supercomputer over 10^25 years, far beyond the age of the universe(!).
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Platformers Community
Platformers Community@PlatformersC·
#ICYMI Here are some awesome pics from our first-ever meetup! 🤩 A huge thanks to the good folks @logzio for landing us their beautiful space & to our friend @horovits for making the connection & delivering a great session along @the_good_guym (@Komodor_com)...
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Platformers Community
Platformers Community@PlatformersC·
...Shahar Shmaram (@AppsFlyer) & our special guest @TomBarkan (@SpotifyEng) Thank you all!💚 To all the new & existing Platformers Community members that came out for this event - we hope you enjoyed our first attempt at meetups. This is only the beginning & you're already a...
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TechCrunch
TechCrunch@TechCrunch·
Spotify’s getting serious about its enterprise and dev tools business play tcrn.ch/3JMpgG9
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𝙳𝚘𝚝𝚊𝚗 𝙷𝚘𝚛𝚘𝚟𝚒𝚝𝚜
What's @Spotify's next big move in monetizing the Backstage open source project? SaaS. Its spokesman told @TechCrunch: “Portal is our first step on that journey, but in the future, we’re going to expand our offerings as managed” techcrunch.com/2024/04/30/spo… @BackstageDX @SpotifyEng
𝙳𝚘𝚝𝚊𝚗 𝙷𝚘𝚛𝚘𝚟𝚒𝚝𝚜@horovits

.@spotify is taking another step in monetizing the Backstage #opensource project, launching a commercial Portal for @BackstageDX. An intriguing move by a content firm venturing into SW realm, after its initial move in 2022 with billable plugins. Thanks @TomBarkan @SpotifyEng

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Roy Derks 🚀
Roy Derks 🚀@gethackteam·
What was your first IDE? Mine was Notepad++ 🦎
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Tom Barkan-Benkler
Tom Barkan-Benkler@TomBarkan·
@johncutlefish From what I saw in a couple of companies: 1. The leads are not measured on the same goal, or their success criteria is different. 2. There is no consistency of the structure across teams who should work together
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