At Stripe, we don't have a separate product organization, which allows for closer involvement in product decisions by both the engineering manager and myself.

Engineers at Stripe have strong instincts for building the right products, especially since we primarily build for other engineers.

At Stripe, the design process is collaborative, with designers, engineers, and product managers working closely together to ensure a coherent user experience.

At Stripe, we encourage employees to take on challenges that may not be typical for their roles, such as managing teams. This approach allows individuals to grow and find their strengths, even if they initially struggle with leadership.

Transitioning from a developer to a manager is challenging, and I miss coding, but it's important to recognize that many people at Stripe are also transitioning to management roles.

The culture at Stripe emphasizes deep integration with users, encouraging everyone in the company to engage with the product and share feedback, which is crucial for creating well-designed products.

At Stripe, we prioritize a cultural focus on making the product great and enhancing the customer experience.

At Stripe, we learned that marketing is an extension of the product. The first touchpoint customers have with your product is through marketing, so it's vital to set clear expectations and maintain high standards in communication.

Design not only makes business sense but is also a core value at Stripe, driving decisions and fostering a culture that prioritizes quality and user experience.