Tony Fadell

Couldn’t be happier or more humbled. #BUILD is a @nytimes Bestseller. I learned A LOT writing #Buildbook w/the best co-writer I could’ve ever dreamt of @dina323 nytimes.com/books/best-sel…

Convenient, but not connected. I'm seeing more iPods, point-and-shoot cameras, flip phones, and CD players than I have in years. This isn't nostalgia. It's a reaction to a world of endless notifications and unlimited choice. When we built the iPod, the goal was simple: make listening to music effortless. The best technology disappears into the experience. It doesn't constantly interrupt it. The next wave of innovation won't be about doing more. It will be about helping people focus on what matters most. Great read from Nancy Walecki in @TheAtlantic theatlantic.com/health/2026/07…

We're still in the email-checking phase of AI assistants. There's a lot more to unlock. The model matters less than who controls the assistant built around you, that's the lasting advantage. You can swap the brain. You can't swap the memory, context and trust built over time. The AI platform war won't be won by the model alone. Whoever builds the complete assistant experience with context, memory, interaction, skills and reflection all working together will win this war. The future belongs to the assistant that understands you best, powered by what I call a "Federation of Devices." My latest thoughts: cnet.com/tech/services-… Thanks to the @CNET team for the opportunity to contribute to the conversation with this guest column.

Sometimes the best measure of a product’s success isn’t launch day. It’s 20 years later. The Wii launched in 2006. Today, a group of seniors in Tulsa, the U.V. Okies, are still gathering around it, competing, laughing, and building community through Wii bowling. The Wii worked because it didn’t ask people to become “computer users.” It brought technology into a world they already understood. Throw a bowling ball. Great products don’t make humans adapt to machines. They make machines adapt to humans. That lesson matters even more now as we enter the next tech transition with AI. The breakthrough won’t just come from more compute, bigger models, or better benchmarks. It will come from building experiences people actually want in their lives...technology that feels approachable, empowering, and even a little magical. The products that last are the ones that make us more human, not less. Thanks @nytimes for a great reminder of tech and human connection working together. nytimes.com/2026/06/19/us/…

Tony Fadell's resume: + Co-created the iPhone → $2.3 trillion in sales + Created the iPod → saved Apple from bankruptcy + Founded Nest → AI in your home 11 years before ChatGPT I asked him about everything he's learned: 🔸 Why opinion-based decisions are essential for v1 products 🔸 Why marketing matters as much as the product itself 🔸 Why taste is the biggest moat in AI 🔸 His prediction for the next breakthrough consumer device 🔸 Why "cognitive surrender" to AI is the biggest risk for builders Listen now 👇 youtu.be/RJjl1TwyfWM

@lennysan This was fun @lennysan excited to hear what listeners think. We covered a lot of topics! Thanks for having me on.

Nobel Prize winning economist Kenneth Arrow wrote about "learning by doing" decades ago. He knew that productivity and expertise improve through experience. The messy, repetitive works is often where you learn the patterns that eventually become judgment. Knowledge can be taught, but judgement is built through lived experience. The first draft you rewrite. The customer call you listen to. The bug you fix and fix again. The factory floor you walk. Small decisions you make every day teach you judgement. And, judgement is the thing everyone wants from senior people in the workplace. If we automate away every entry-level task without replacing the learning loop, we are removing a part of the process that creates experts. The goal should be to use AI to accelerate learning, remove friction, and give people better tools to build expertise faster. haverford.edu/sites/default/… Thanks @Fortune & @tbove4 for sharing this story. Link in the comments.

Graduates 1) congratulations!!! 2) a reminder not to lose the ability to ask obvious questions! When we were kids we did this naturally as we were learning to understand the world around us. We asked why things work the way they do. Then we become adults and stop asking. We normalize bad experiences, broken systems, unnecessary complexity, and products that frustrate us every day. Many of the best companies and products come from people who never fully accepted that’s just the way it is. The iPod came from questioning why I had to carry around all my music...it was annoying and clunky. Nest came from questioning why thermostats were so poorly designed despite being in every home. Innovation often starts with noticing things other people have stopped seeing. Stay curious. Notice friction. Question assumptions. And don’t let expertise kill your sense of wonder. * 📸 yep that's me. My first real world job after @UMich see at @generalmagicmov I was persistent until I got the job, thanks Dee Gardetti 🙏

Spotted in the NYC subway. “Zero screen time.” An iPod Shuffle ad in 2026. When we built the iPod, the goal was the technology disappeared and you could have your music wherever you were. 1,000 songs in your pocket. Now we’re living through a moment where people are actively looking for ways to disconnect from the infinite feed, algos, and constant notifications. That doesn’t mean technology is bad. It means the best technology understands when to step back. Not every problem needs another screen, another menu, or another layer of complexity. Constraints create freedom (read: @DavidEpstein new book Inside the Box). And often removing features creates a better product than adding them. The future of technology shouldn’t just be more engagement. It should help us be more human.

Start reading, davidepstein.com/inside-the-box/

If you don’t have constraints, then make up constraints. After @generalmagicmov many of us walked away realizing the same thing: Big visions fail when the problem space is too big. My friend @DavidEpstein captures this beautifully in his new book, Inside the Box: How Constraints Make Us Better. At General Magic, we were trying to build the future all at once. The vision was extraordinary. Too extraordinary. The technology, infrastructure, interfaces, networks, batteries, displays, and user behavior all needed to evolve simultaneously. We were building everything, but for who? When we built the iPod, we didn’t try to reinvent everything. We focused on one clear problem: people wanted their music collections with them everywhere they went. That focus forced hard decisions: no endless feature list, no bloated interface, and no trying to please everyone. We constrained the team size. We constrained the timeline. We constrained what version one needed to be. The famous scroll wheel itself came from working within constraints. We needed a fast, intuitive way to navigate thousands of songs on a tiny screen with limited hardware resources. Constraint drove simplicity. The same thing happened on the iPhone. We used internal “heartbeats” aka aggressive prototype deadlines to force learning cycles. The first versions were wrong. Then the second versions were wrong in different ways. But the deadlines forced us to stop, regroup, simplify, and learn before complexity spiraled out of control. At Nest, we took it even further. Before the product was done, we built the prototype of the packaging first. Literally the box. Why? Because the box forced clarity. If someone saw this thing sitting on a shelf for five seconds, would they immediately understand: what problem it solved, why they needed it, and why it was different? The constraint of the box forced the team to prioritize what actually mattered. That’s what David gets exactly right in this book! Constraints are not creativity killers. They are creativity filters. The best teams shrink the problem space. They create boundaries that force learning, prioritization, iteration, and clarity. That’s the pattern. You shrink the problem until it becomes solvable. Then you move. Great book, David. Everyone building products, companies, or creative work should read this one.

Spotlighting 75 product changes. And, each of these came from real customer problems. That's discipline! Listening, building, and improving. This is what turns a product into a true partner for small businesses. Fix friction. Earn trust. Compound over time. Always thinking about the customer Gusto, great job! 👏 #GustoShowcase

Congratulations Tim Cook on one of the most consequential leadership runs in tech. This year marks 50 years of Apple, and Tim has led Apple through a defining stretch of that history. Now with John Ternus stepping into the CEO role, the next chapter @Apple begins. People don’t choose products. They choose experiences they can trust. Apple has always been built on that trust with users, with teams, and in products. This transition is continuing that trust. Nothing but respect. Looking forward to the next 50 years of Apple. Thank you Tim and best to you John. I will always be cheering Apple on. And, I will always push Apple to be better! Because I love Apple. We all do.

Builders build. Then they ship. Then they solve what breaks. Launch isn’t the finish line. It’s where reality starts. Great products aren’t defined at launch...they’re defined by how they perform in the real world. With the #iPod it took us a few generations to truly get it right. We built and shipped the first version of the iPod in 9 months- greenlit in March 2001, announced that October and began shipping in November. Then we fixed, iterated, and produced a product that lasted many years, and ultimately paved the way for the #iPhone. Many of us still love our iPods! That’s what happens when you stay with the product. Trust comes from what happens after release and from doing the hard parts: scaling, supporting, improving. Focus on what’s real: working product, real customers, real outcomes. That’s the difference between hype and something that lasts.

So what do you do when you're stuck with a manager who's hellbent on driving off a cliff, ideally while throwing all their money out the window at some consultants? Or what if you have data but it's inconclusive - nobody can say for sure where it leads? Or what if you need to convince your team to follow you even though you can't prove you're heading in the right direction? You tell a story. Storytelling is how you get people to take a leap of faith to do something new. It's what all our big choices ultimately come down to – believing a story we tell ourselves or that someone else tells us. Creating a believable narrative that everyone else can latch onto is critical to moving forward and making hard choices. It's all that marketing comes down to. It's the heart of sales. And right now you're selling – your vision, your gut, your opinion. So don't just hit them with the classic "This is Jane, this is her life, and this is how her life changes when she uses our product" slide. Helping people see things from the customer's perspective is a critical tool, but it's just part of what you need to do. Your job in this moment is to craft a narrative that convinces leadership that your gut is trustworthy, that you've found all the data that could be gleaned, that you have a track record of good decisions, that you truly understand your customers and their needs and - most importantly- that what you're proposing will have a positive impact on the business. If you tell that story well, if you bring people along with you on that journey, then they will follow your vision, even if there's no hard data to back you up. - #BUILD Chapter 2.2 Data Versus Opinion

We learned how important understanding the user was at Nest. When we started building, we put early prototypes in real homes. We thought the magic was in the sensors, software, and machine learning. But we quickly realized when we tested on real users, people kept reaching for the dial! The dial became a part of what made the product feel alive. So, this was something we obsessed over: the turn, the click, the feel. We learned this from real people using the product.

Learned a lot from @gregjoz over the years 🙏

Most tech companies break out product management and product marketing into two separate roles: Product management defines the product and gets it built. Product marketing wires the messaging- the facts you want to communicate to customers- and gets the product sold. But from my experience that's a grievous mistake. Those are, and should aways be, one job. There should be no separation between what the product will be and how it will be explained- the story has to be utterly cohesive from the beginning. Your messaging is your product. The story you're telling shapes the thing you're making. I learned story telling from Steve Jobs. I learned product management from Greg Joswiak. Joz, a fellow Wolverine, Michigander, and overall great person, has been at Apple since he left Ann Arbor in 1986 and has run product marketing for decades. And his superpower- the superpower of every truly great product manager- is empathy. He doesn't just understand the customer. He becomes the customer. So when Joz stepped into the world with his next-gen iPod to test it out, he fiddled with it like a beginner. He set aside all the tech specs- except one: battery life. The numbers were empty without customers, the facts meaningless without context. And, that's why product management has to own the messaging. The spec shows the features, the details of how a product will work, but the messaging predicts people's concerns and finds way to mitigate them. - #BUILD Chapter 5.5 The Point of PMs