Product Strategy and Roadmap

1. Introduction: Hi on. Welcome to the introductory video of this class. This is Soya Jen. I work in the product team at Ponpei. Porpei is one of India's biggest fintech firms that does about 350 million transactions per day and has over 500 million registered users. Prior to this, I have worked across many BTB SAS firms as a platform product manager and has about ten plus years of working experience. I started my career as a data scientist, and I have a B Tech computer science degree from Bitspin. So in this class, we will learn how to craft product vision, product strategy, product roadmap, and finally, the execution strategy. You'll also learn the key aspects of strategy for a product manager's role. The detailed takeaways from this class would be, how do you define your product vision, which should be in alignment with your company's vision, ethics, and business model. Secondly, we go on to create product strategy, which means the what and why of your product? More importantly, the why of your product, why you're building this product? Is it for customer accusation or does it have a specific revenue model in place and so on. Thirdly, we'll go on to create your product roadmap, which defines the how and when. So when the product will be delivered, the timelines, the features, and more details. Lastly, the execution strategy, which is the execution involves user research, creating designs, implementing features, defining features, and so on. So we learn how to par do these activities in the interest of time. In this class, apart from creating concepts and frameworks, we will also discuss many real life case studies so that you can apply the same in your day to day life as a product manager. This class ends with a really cool project where you get to assess a new business opportunity in the lending or Fintech ecosystem for the company that you work with, which is Shopify in this case. So let's get started. Really excited to see in the first lesson. Thank you. 2. Product vision: case study: Hi, Ron. Welcome to the new lecture of product vision. So we already defined what is a product vision and why it is so critical. In this lecture, we will go through some very interesting product visions and why a product vision is necessary as it clarifies the vision or clarifies the objective to the end consumers. It also clarifies the objective to all your stakeholders, including your investors. It helps form a long term view to all your business units. It will also help your employees or your businesses or your product team to take faster decisions because everyone is aligned to that product vision. So let's start with the example of Zoom. Zoom product vision is make communication frictionless and secure. So important keyword here to notice is secure. So indirectly, Zoom is making themselves viable for all the big companies where security is an important factor, right? So it may take some time for a user or an enterprise to buy this Zoom, um, subscription get people on board it. But when they do, it provides frequent secure communication by ensuring the conversation that are happening is happening within a secure network. It ensures that the meeting, time, et cetera, are portrayed in such a way that if you have a 1 hour meeting, two hour long meeting, it is customizable to actually extend those meetings. It is also customized itself in such a way that you can end this meeting by this time. Or who to allow the host settings, et cetera. So all of these features are built in a way that it caters to enterprises and businesses more. Versus if you see a Google Met, right? So Google Met is also providing a capability to video conferencing, what Zoom also does. But Zoom Google Met has positioned itself in such a way that it can be informally used by many different people. So if I want to just have a conversation or conduct a user interview informally with someone on LinkedIn, right? I will just initiate a Google meet for them. So Google meet position itself in such a way that it's easy to just bold for end consumer, even if they do not belong to a certain enterprise. It is well integrated within their Gmail or Google Suite so that you don't have to explicitly download a different app, where in Zoom, you explicitly have to download a different app. Our second example is Lindn. So Linkedn positions itself in a way that it wants to create economic opportunity for every member in the global workforce, right? So if you see having this vision is so important because on LinkedIn right now it is also being construed as a social media app, right? People come and post even if it's not related directly. It may seem that it's not related to economic opportunity, but when people post on LinkedIn, they're also trying to create their brand. When they create their brand, it eventually leads to having them economic opportunities. So all the features, the big features, if you see, it is inclined in a way that everyone creates an economy opportunity for themselves. The recruiters on Linden also have a specific tool called a Navigation sales navigation tool where they can explicitly reach out to people uh, with their recruiting guidelines, right? They have a feature on LinkedIn where an employee of an existing company can open themselves up to work without the company members knowing about it. Because in this whole scheme of things, it is trying to create economic opportunities for everyone without overstepping boundaries that are not meant to be overstepped, right? So if you compare it with any other social media app, right, although linkedIn, like I said, it is now getting used to, you know, circulate news also on to what Twitter does. But as long as the vision is the same, it will eventually lead to, you know, these posts getting lesser because the vision is properly defined. Third is Apple, right? So like we already discussed the difference of product vision between an Apple or a Jiomei although it ends up providing the same or similar outcomes or the similar physical products, but the vision is set very differently. So when Apple says that they aim to, you know, provide the best products on Earth, it actually spends a lot of money on their research and development. A simply product feature just because it is needed by the consumer will not be rolled out until they have figured out the best possible most seamless and the most frictionless way to do that. So the face recognition on an Apple iPhone, the fact that face recognition technology works is one thing, but it works so seamlessly that the end consumer does not even realize that's happening. Second is the whole ecosystem and security of apple products, right? So it ensures that, you know, you end up buying a lot of apple products because it just works so seamlessly within its ecosystem. So it is trying to convey that it is one of the best products that you can use and hence the price it in that category, as the vision is again, properly defined. Another interesting example is Tesla. So Tesla, again, uh produces electric vehicles, right? And so does a lot of companies. But if you see the vision says that it accelerates the world's transition into sustainable energy, which is something that resonates a lot with the existing investors. It resonates a lot with the government as well, because the world now wants or needs to move to a more sustainable energy source. So it ensures that it wings in the long run. It ensures that it's not here just to make money or make businesses. It's ensuring that it happens in the most sustainable manner, in the long term manner. So with this approach, it kind of safeguards itself to the upcoming competition because it is taking an approach that is government friendly, that is environmental friendly. Netflix is another great example. It is one of the best in class product that you can see in the entertainment zone. It provides a value where the vision that they provide is that whatever you are trying to view, we will serve you with the best online content, right? So now, if you think from an end user point of view, they would want to view documentaries. They would want to, you know, watch some chick flicks, they want to view romantic movies. They want to view crime thrillers, right? So all of that is well encapsulated with the highest quality of content within this one subscription of Netflix. Right? And if you compare it with a different product in its space, you can check out this app called Mobi MBI. In this case, Mobi is very specific to just listing the academy winner or Oscar winning content, right? So their product strategy or product vision says that we are just going to operate in this business. We have a very niche audience, whereas Netflix in one sense is trying to capture most of the audiences by covering all possible tastes for an end consumer. Last one is Amazon. So Amazon is very it's a really good example. Because it focuses on creating the most consumer centric or consumer centric approach to a product where customer support is given way more importance than any other company in that space. So in that case, if you see that even if the company has to pure some losses at the expense of consumer experience, they will still do that because they want to operate in the long term. Want the end consumers to keep using Amazon, and they can only do that if they are able to live up to that brand standard or they are able to develop that trust. And one way to develop that trust is ensuring that customer is treated well in all their shopping experiences. A similar strategy was also followed by Dell, where customer support or customer experience was given the utmost importance. So in this lecture, we discussed some of the great examples of product vision and how it helps align all possible stakeholders better decision making once that product vision is set in principle. Thank you. 3. Define product vision: Hi, Ron. Welcome to the new lesson of defining product vision. In the last few lessons, we discussed how and why product vision matters. It specifies what and the why of the product. When you define a product vision, companies operating in the same space with almost similar offerings, but with different product vision will lead to very different outcomes and outputs. So let's understand how when you join a new company, how would you figure what product vision you have to build or how do you align yourself with the existing product vision? Okay? So first, you have to understand the historical context that went behind building that particular product. Assume, in this case, there is an existing product when you have joined the company. So you have to understand why it was built in the first place. What was the long term need that it intended to solve? What other aspects or limitations were considered while building this product and how in its inception stage, was it different from its competitors then. So understanding historical context will help you in better decision making when you are creating your own product vision or deciding features, so that historical context is not lost as you progress. Now, it might need some tweaking because something might need to be changed as the company has progressed, but it's always good to keep an eye on what it had intended to solve in the first place. Second thing is company vision and ethos. Like I said, that when you are redefining your product vision, you have to consider has the company vision changed or altered in some ways? With many new technologies coming up and the trends changing outside at a faster pace, the company vision might tweak a little, and hence vision, ethos, culture all need to be incorporated and understood before you actually begin to define your product vision. Another is competitive benchmarking and lens. So at this time, you also need to gauge has either new competitors come in the market, who is trying to do something similar or has a space, a new space opened up, so some companies are trying to operate in that area. For example, if you look like ten years back, there was no ride hailing apps, right? So if you wanted to start your own taxi aggregator business, the the needs and regulations and the culture was very different to what it is now, right? So, in that case, you have to consider the emerging trends. You have to understand the consumer needs and the market needs before you start aligning your production. Business goals and core opportunities, like I said, that, two companies operating in the same domain. For example, Fintech or Finance space in India is very exciting at this point. There are many new emerging companies who offer lending to consumers. Now, even though two companies can operate in the same space, their product vision can be entirely different, which would lead to different business goals and opportunities. A company might choose to lend at a higher rate thereby decreasing its pool size. A company might take a very different route. Some companies can choose to lend to merchants and not do P to P or person to person lending. And the other company can focus maybe on just SMBs or big enterprises, right? So these sort of business goals and opportunities in its P&L form, it's important to realize before the product actually starts to build its features, uh, following this would be followed by regulations assessment. Like I said, lending or healthcare or fintech space is a highly regulated space in any country for any government. Hence, not only the existing regulations, but in future what it can become, right? For any new emerging space, regulations is lagging you know, it's a lagging trend. So you have to be able to foresee the possible or potential regulations that might come, which might alter your business opportunities, right? The last one is narrative. With all these learnings, when you go and define your product vision, you have to be very concise about it, like the examples that we had seen in the last lesson, so that every decision that is taken in different departments in the company aligns with that product vision. For example, like we saw with Dell and with dell and Apple as a company, it highly focuses on customer care. So in those cases, they would be ready to lose a little bit of their market share or take some losses in order to not compromise on customer care. Thank you. 4. Product Strategy: One. Welcome to the new lesson of product strategy. So in the last lesson, we discussed how to define a product vision. A product strategy is nothing but how to realize or the realization of my product vision with a specific approach. It consists of a very high level planning that describes what my business intends to achieve or hopes to accomplish with my product. That means if I want to connect people together through for dating purposes, then I plan to accomplish this with a dating website or a dating app, right? It has it needs to be a little bit more detailed than that that satisfy all the departments in your company of how the business is going to be conducted, what my primary user personas is going to be. What is the five term vision I have in terms of annual turnover? A, for example, if I want my GMV five years down the line to be above 50 CR or $10 million, then the key questions that need to be answered is, who are the customers who's going to buy my product, right? So hence, customer persona also becomes really important. So figuring out emerging trends and how the customer persona might change with the emerging trends, but at the same time, it continues to pour into my top line or my business. Another key question that needs to be answered is how my company or my changing company goals or my static company goals going to be aligned with the product throughout its lifecycle. So there are some key categories that we need to address before while forming my product strategy. The first clear one is summarizing my key problems. So here now instead of taking a top down approach of how I'm going to monetize my consumers or how my business is going to look like, how my PNL is going to look like, while forming a product strategy, we take a slightly different lens and start bottom up. We start right from the consumer needs and identify your user person so take the case of let's say Uber. So, the articulation of customer needs or the problem summarization there is that with increasing, you know, technology support or digital apps and change in people's culture and habits to be able to move around anywhere at their leisure makes a case for users opting to book rides at their convenience. So before Uber or before such application, taxis would be the way to go about or subways would be the way to go about. But with a change in trend in people's habit, they want this at their convenience, and they want to be aware of, you know, it's not only just for the convenience, it's also for having a good customer experience about the convenience, right? So that was or that would be the summarization or articulation of user needs in the case of hailing apps. Second is defining opportunity areas. So when you have realized that there is actually a customer need for your product, you figure what are your opportunities or what are your existing market gaps, right? Take the case of a dating app. Earlier, people would meet through common friends or in, physical, social circles. Again, with emerging trends of digital app or social media, people started to interact over with each other digitally without having met them physically. So this trend when started by social media also made a case of why not connect with people for dating and for marriage as well. So this emerging trend or opportunity area, when combined with monetization, makes a good case for emergence of these dating apps. Third is setting objectives. So once your opportunity area is clearly defined, you need to figure what key need of customers in a very quantifiable or qualitative way can I solve? So in the case of Uber, I want to solve the need or I want to look at the metrics that number of rides that are taken through my app per day, or I want to solve that number of rides or number of drivers that actually reached within the set time that the ride had posted. Uh, so in this case, we have to first define a few key metrics, which is called the North Star metrics that shows you how the business is going or how the consumers are feeling about it. Then there is a set of secondary metrics that tells you overall health at a granular level. For example, what is my NPS score? What are customers are customers satisfied taking those rides that they have been taking? Or things like how was the driver behavior like? Were they satisfied with the customer experience of telling them that the ride is going to approach in another 2 minutes, 3 minutes, and so on? The fourth is categorization of problems. So while you're thinking about this product, you would have to define different category of problems. For example, this is what I want to solve for the end consumer. Again, take the case of dating apps. So first off, I want users to be socially connected. But then how do I solve the cold start problem? So at this point, there is no one on my app, right? So one of the problems to solve would be how do I begin from my zerothT? How will I approach network effects? Once let's say people do come on my app, what is the strategy that I'm going to use to connect, you know, one person to another and not, you know, a third person. What are the algorithms that I'm going to put to ensure the liked people or like minded people are actually getting connected? T. Another problem area could be, how do I market this app, or how do I provide more trust and safety, which could be one of the most concerning needs of the consumers because now they have not met these people, so trust is an important factor over there. So like this, there are many different area of problems that need to be solved before this product actually becomes a reality. So once the problem areas are defined, the prioritization becomes really important because you cannot do everything together, and there needs to be a structure to it. For example, the algorithm, the algorithm of matching the like minded people together, right? It cannot be built on day one because A, there is no need on zero day, as well as there's no data, or there is no scope for you to build it. The first problem would be, how do I solve my 00 day problem or a cold start problem? One of the approaches that dating apps take while launching is go to communities like colleges or universities where you would find, you know, a good bunch of people together, but not each one of them would be interacting physically. So a dating app there has actually proved to be a good launch pad to figure out, you know, your MVP and PNF. After priatization of problem areas, just a high level proposed solution that are you going to achieve or solve these areas? For example, are you going to launch a digital app or a website or something else altogether? What is the channel that you are going to market on? Are you going to you know, charge your app or consumers on zeroth day or not, right? So certain high level proposed solution, which will help all the stakeholders gauge the entire product strategy end to end, like, who are we building it for? Why are we building? What is the first set of problem areas that we are going to solve and how are we going to solve it? So this is important to align again, all the departments, you know, coming together and take one common goal. Thank you. 5. Product Roadmap: Hi, everyone. Welcome to the new lesson of product roadmap. After having defined your product strategy and vision, this is one of the most critical documents that a product manager would create as it outlines this shared source of truth, which needs to be distributed across verticals, as well as it is now where the brainstorming or ideation or document creation has actually stopped. The vision is defined crisply. And the efforts into actually creating this product begins. So the bandwidth of engineers, designers, everyone will be expected from this definition of roadmap. So any changes or any misalignments has to be figured out before this because from here, things get real fast, right? Because now you have, you know, a group of engineers, a group of designer product, everyone coming together to produce this output of your shared vision. It also highlights the timeline so that when you build out a certain feature, marketing needs to, you know, put this out to the end consumers. Security needs to do or security needs to do some regulations around the release of this product. The sales or founders have to figure out a GTM strategy to push this product again into the market, right? So hence timeline and the categorization becomes really important, as well as the crisp items that you put on the roadmap. So just for example, um, in this view, we are taking a quarter level view, and we are putting themes on the left hand side, which clearly defines user growth. So everything that will be put under this will intend to solve the problem of user growth. So here, it is very clearly visible that any team that works around this project is working again towards the vision of increasing or improving the user growth. Again, a very crisp and clear indication that we want to improve conversion rate by 5%. So even within this category, there might be multiple products and features which will lead to improving this conversion rate. Now, all of this when come together additionally would lead to this number. Another is pricing review. So pricing review again, can have multiple stakeholders or teams pitching into this idea, right from business stakeholders to legal teams, to the sales team, analytics team, and maybe some product that needs to be built by engineers. So having a clear sense that it needs to be pushed out by third quarter, which is Quadi three, uh, makes a clear goal and understanding of everyone who's involved in this. Let's say I am an analyst and by our quarter, I need to deliver my inputs to this pricing review project. Now in third quarter, I might want to start building or start, analyzing a few things for me to be able to deliver it by third quarter. Here you can see two more categories like automation and platform. So the categories can vary in nature depending on how you have chosen to categorize with respect to your product or with respect to your company. It does not need to be very technical or follow the same nomenclature everywhere, as we will see in the second example of roadmap. So this one has a monthly floor map exercise. Again, monthly, quarterly, annually, half yearly, it varies from company to company. And in the left hand side, you see the categories are slightly different, again, because of the product. So mobile app is now a category where everything from, you know, introducing an IRS version of the app to having a Facebook integration or push notifications are coming in this category. In a different company, a push notification might be categorized into a different problem area. Like I said, it varies from company to company. First one is self serve. Self serve would indicate security aspects over here, account recovery, forgot password. All of them here is coming under self serve. In a different world, it can come under security and regulations as well, right? So these are two typical roadmap formats that people follow, which gives a good indication of timelines and crisply defining what you intend to achieve to all the stakeholders. Okay. 6. Product Roadmap: Components: Hi, Ron. Welcome to the new lesson of Product Roadmap creation. So in the last lesson, we saw typical formats of product roadmap and why is it needed? In this one, we will see various components that need to be addressed to create a good roadmap. First is product vision. Like I said, that before you go on to create a roadmap, it should be very clear what you want out of the product in short term, long term, and the overall vision of the product. This is, again, important to introduce timelines. So for example, if the company has taken a goal for this product to become monetizable in the next two years, the features that you will introduce or the plan that you will envision will highly depend on the goals that the company has taken. Second is goals and objectives. So in the example that we saw in the last lesson, it clearly defined what we wanted to achieve. It did not say like, you know, what exactly will I do, or, you know, I'm going to do ten tasks or 15 tasks to achieve that vision. But firstly, a clear and crisp definition of my objectives. It can be anti it can be quantitative or it can be qualitative in nature. For example, if I say I want to launch a website, then it might so happen that you do not have clear indicators of what it potentially would lead to. But the goal itself is very clear of a website launch. Since a website launch would involve various components or various stakeholders, including marketing, actual creation of the project, content engineers, doing competitive benchmarking. So all of this comes together under a single goal or an objective. Third is use case gathering. So this is another lens or view you have to take while creating a product roadmap, which is coming from which takes into account of all the consumer needs, which needs to be again, aligned to your product vision. So for example, you would see that if your product is an internal product to the company, you will do a cross team analysis of, you know, which team needs some features or they want certain tasks to be done by your product. If it's an external facing product, you will get a sense check from your sales team or a customer success team what the clients need in the long term or what are clients saying about the product? There are some missing or gaps that need to be addressed. If it's a B to C product, you have to actually go out in the market and see comp or do comparative analysis, as well as do funnel analysis, user interviews to understand the consumer needs. So once you do that, you will have a good sense of what are my use cases and the categorization of those use cases. Fourth is features to reach these goals. So like we had defined the goals in the previous roadmap example. So higher level strategic areas of focus and the high level or broad features that would be needed to reach to that goal. Example, the conversion rates need to be improved by 5%. Now, in order to reach to this 5% number, a general sense of idea what features might be needed to actually achieve this goal of 5%. Or you might need ten features that gives you minute improvements and collectively make your goal reach of 5%. Categorization and themes. Like we discussed that all these features or tasks can get really granular in nature. For example, again, improve conversion by 5%. That would mean I want to improve my CX or I have to change my UI layout in such a way that resonates more with the trend or the people. I might have to introduce a few more payment methods or I might have to or, you know, introduce a support feature in order to prove the conversion rates. Now all these features can get really granular, hence a broader theme or categorization is needed to support, why are we building this feature? Feature detailing. This comes at, you know, the detailed version of roadmap where you want to describe some detailed aspects of your features to ensure that all the bandwidth that you need from different teams addressed it gets addressed well within time. So in the mobile app category, we saw that you would need app security. You might need some designers or user researchers to do benchmarking of the layout of the app or user flows. So if you see each of these features, we'll need bandwidth from different teams. And hence, it needs to be a little more nuanced or detailed to attract all the required people together. Seventh is timelines. T shirt sizing becomes T shirt sizing is another term another term for figuring the timeline or the time would it take to release or build this feature. Now it's again, important because in the roadmap, you are giving a clear indication of timelines by when the feature would be out. Hence, it requires to achieve your goal within the defined timeline, you need to understand that the features it would take to reach this goal, how long or how much amount of time will be required from different teams to achieve that particular feature success and thereby the goal. H one is milestones. So all of these goals, objectives, these are to assess or define all the stakeholders that come together and build these features. But ultimately, all these goals or a combination of these goals will lead to a certain milestone. Example, when you are launching your website and when you are combining with your app security or infra features. After a point, you can do a A launch or a general announcement launch that my website is launched, my infra is working, the marketing is done right to call it a key milestone, which again is a broader summarization of all your goals and objectives together to leading to something tangible in the form of milestones. The last one is metrics and KPIs. This is the last one, but definitely not the least is having a sense of directionally where you are improving or how you are moving towards the company's objectives. So metric is intends to define the success of the product and the impact of your roadmap initiatives. So at the top level, if your Northstar metric says that I want to improve the number of rides taken in a day by 10%. So everything or all the goals and objectives that you define beneath it has to lead to that objective ultimately. And it also gives a clear sense that what are the initiatives that is daring to a better attainment towards that goal. Thank you. 7. Execution strategy: Hi, Ron. Welcome to the new lesson of execution strategy. So after defining your product roadmap on what is needed at the high level goals, objectives, and features or tasks to achieve it, the next step is execution strategy. So in my experience, I have developed execution strategy for some products where the optimization on execution timelines had become really critical. So not only for timelines, it is critical, but also to do justice in terms of figuring out interdependencies between different teams. Uh, it ensures that the development happens in pale and there is less wastage of efforts. It also ensures that releases are happening frequently because now you have determined the dependency on each team, right? So to make this, you know, more clear, let's proceed with an example. So let's say I am building a B to B product or a b2b website for payroll application, right? And we are starting from scratch zero to one. So here, I've listed three different departments which is technical data or infrastructure and product, right? So all of these departments need to do exercises or some planning or assessment in different stages or the release of the product A to ensure the optimization of execution is there, as well as unless the tech figures out what my architecture is going to be, Product Team will not be able to take some calls. For example, the tech team says that, I am, let's say, for a ride hailing app, like an Uber. The tech team says that I can only predict with this much accuracy of when the driver would reach to the location. In that case, the product would want to take the call of exactly how they want to show or whether they want to show the estimated arrival time. So similarly, if product does not do competitive benchmarking of what would be needed as MVP versus in future releases, the tech team will not be able to prioritize or build a complete framework so that it solves all the use cases and is scalable in nature. So here you can see there are some interconnected components that each team needs clarity on to proceed to proceed in the right direction and ensure that there is no redundancy or wastage of efforts. So in this case, in the first planning phase, tech team figures out what my architecture is going to be to ensure it's scalable in the long run. They also need to determine what my tech stack is going to be to ensure that the developers who are hired are going to be hired understand the tech stack. Also, textC needs to be benchmark at an industry level to ensure it stays, it does not outdate itself in the long run. Data or Infra team, let's say, focuses on data cataloging. When we're talking about a payroll application, it is just not the UI or just the design or user flows. You have to take data at a certain frequency. You have to take your data in the right manner. There are some regulations that you need to follow. There are some compliance and checks that you need to follow. All of this ensures that since you need this data from multiple services, are these services going to talk to each other? From a product point of view, use case gathering, PRD formation, and roadmap formation forms the first critical part before an execution can actually happen. Again, it ensures that a roadmap ensures that what needs to be going in the MVP phase versus long term. Second is the POC stage, which is proof of concept. In this phase, from the text side, you have figured my bandwidth planning tech bandwidth planning. That means how many back end engineers would be needed, front end engineers that we needed, a basic idea of your moduling of your structure of your code or database modules. From the infra site, you need to set up databases, you need to figure out, is this database going to solve the latency or the source expectation that one has, and how will it scale in future. From the product point of view, you need to start working on user flows or design flows as well as figuring out AB experimentation on how when the design is actually release, how will you assess whether something is working or not? In the beta stage, you need to figure out more detailed version in your text style. How is the front end code going to look like, how is front end connecting to back end? In the product phase, you need to start with the execution. That means once you have defined a user flow or the UI components to it, and the enterger start working on this, there might be some hits and misses that a product person needs to get in and solve for that, as well as keep iterating their product roadmap or PRD that needs to be itratd. Uh, so moving into the MVP phase where you are trying to do, you know, a general launch of the product, the tech needs to ensure that the testing is done, the coding is done, and it is majority of the use cases are working in the right manner. A QA or, you know, a quality engineer is also assigned to ensure none of the flows are baking. Data and Infra team needs to figure the performance and security aspect that within a certain flow is the right customer expectations are set or are they meeting the desired latency with accuracy. So all of the performance security stability checks also need to happen in parallel before you can launch a product. And from the product team side, iron out any beta bugs, some of the misses that happen, you can take it to the later stages with certain assumptions. So there's a lot of, again, decision making that's required here at this stage, but it can happen only when the product has reached to this stage. So all of these are interconnected components. Each team needs to evolve itrate in every stage and can't be done without each other's help. So this is a basic format of execution strategy to ensure that the timelines are met, efforts are spent in the right capacity and direction, as well as there is there's a lot of learning that is happening within each team and across each team so that the best output can be produced. Thank you.