The Founder-to-Product-Team Handoff
When the founder stops being the product manager — and how to do that without losing the thread.
SJ
Sarah JenkinsContributor, The Signal
There is a phase in every startup, usually somewhere between 15 and 40 employees, where the founder can no longer be the de facto product manager for every surface of the product. The handoff is consistently underestimated. It is not a delegation problem; it is a context-preservation problem.
Teams that get this right share documentation aggressively, write down the principles behind every previous decision, and accept that the new product hires will need to disagree with some of those decisions to do their jobs.
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