the founder or team lead often plays the role of the product manager in the beginning. They define the vision and work with all parts of the business to make it a reality. The trouble comes when the team grows—to 40, 50, 100 people. [See also: Chapter 5.2: Breakpoints.] That’s when the leader has to step away from the day-to-day business of building the product and hand over the reins to someone else. But they can’t imagine handing over their baby. How could anyone understand it or love it or help it grow as well as they could? And how would that function even work? Where would it live? How
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