Chandra Janakiraman (CPO at VRChat, ex-Meta, Headspace, Zyng26 January 2025

An operator’s guide to product strategy

5Frameworks

13Insights

Episode overview

Chandra Janakiraman presents product strategy as the set of choices between mission and vision and the execution plan, including explicit focus areas, non-focus areas, and their rationale. He details an 8–12-week, five-stage process for “small-s” strategy: preparation, a strategy sprint, a design sprint, document writing, and rollout. He contrasts that present-forward method with a longer, future-backward “big-S” process and stresses that strategy gains value only when execution produces measurable results.

Key ideas

Product strategy should select a small number of strategic pillars, explicitly reject other areas, and explain why those choices maximize impact from scarce resources.
Form a cross-functional strategy working group and spend roughly four weeks synthesizing behavioral data, user research, leadership interviews, competitive analysis, adjacent roadmaps, and user observations.
During the strategy sprint, cluster observed problems into opportunities and rank them by expected impact, certainty, clarity of levers, and the team's differentiated ability to act.
Use a design sprint to create illustrative concepts that make each strategic pillar tangible without prematurely turning the strategy into a feature roadmap.
Write a concise strategy document, preflight it with gatekeepers, and roll it out through stakeholder reviews and small team roadshows.
Run small-s, present-forward strategy alongside big-S, future-backward exploration so incremental problem-solving and aspirational futures can feed one roadmap.
Treat every strategy as a hypothesis: test it through execution, double down on what works, and pivot away from what does not.
AI can accelerate research and generate useful mock strategies, but teams still need contextual judgment to make focused choices.

Transcript available · source text is retained privately and is not published

Frameworks in this episode

Innovation5 steps

Future-Backward Aspirational Strategy (Big-s)

Design-led, ~6-month process that imagines distinct 5–10 year futures and prototypes them as concept cars.

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Communication3 steps

Newspaper Headline Winning Aspiration

Have the team write the future headline about your product, then blend the headlines into one aspiration.

Read →

Strategy5 steps

Present-Forward Product Strategy Playbook (Small-s)

A repeatable five-phase, 8–12 week process to turn scattered inputs into three focused strategic pillars.

Read →

Strategy5 steps

Problem-to-Pillar Down-Select

Cluster raw problems, flip them into opportunities, then rank on four criteria to pick exactly three pillars.

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Leadership3 steps

The Fruit Story: Leadership Pre-Alignment Interviews

Interview your leaders and surface their pet ideas before building strategy, so reviews don't become fruit rejection.

Read →

People & resources mentioned

Attributed to the moment in the episode. Timestamps are approximate.

People · 18

Elon MuskCoinedWhether you like him or not, Elon, this is similar to his um if you watch him, he has sets these really ambitious goals
“there's this interesting quote by Elon Musk which is life's got to be about more than just solving problems”
▶ Watch at ~0:30approx.
Chandra JanakiramanMentionsChief product officer and Executive Vice President at VR chat; formerly a product leader at meta, CPO at headspace, GM at Zinga, and PM at Amazon.
“today my guest is Chandra janc Raman Chandra is Chief product officer and Executive Vice President at VR chat”
▶ Watch at ~1:00approx.
Michael PorterMentionsthis Harvard Professor Michael Porter
“you know all Michael Porter's work”
▶ Watch at ~11:00approx.
Sun TzuCoinedmentioned
“from ancient sort of texts like The Art of War from sunu”
▶ Watch at ~11:00approx.
A.G. LafleyCoinedAG lle my friend who I co- wrote the book with great great CEO
“playing to win you know Lafley and Roger Martin”
▶ Watch at ~11:30approx.
Richard RumeltCoinedRichard was a longtime professor at UCLA Anderson School of Management was on the faculty of Harvard Business School
“good strategy bad strategy by Richard rumold who's been on your podcast”
▶ Watch at ~11:30approx.
Roger MartinCoinedRoger is one of the world's most trusted strategy advisers he's professor ameritus at the rotman school of management
“playing to win you know Lafley and Roger Martin”
▶ Watch at ~11:30approx.
Andrew ChenCoinedA former colleague of Lenny Rachitsky, explicitly distinguished from the better-known investor with the same name.
“I had a PM that I worked with his name was Andrew Chen but not the Andrew Chen people know about”
▶ Watch at ~41:00approx.
Tomer CohenCoinedChief product officer at LinkedIn overseeing teams responsible for LinkedIn products and experiences.
“tomr Cohen was on the podcast he's CPO of LinkedIn he has this phrase”
▶ Watch at ~47:30approx.
Christina GilbertMentionsI'm excited to chat with Christina Gilbert, the founder of OneSchema
“I'm excited to chat with Christina Gilbert the founder of one schema”
▶ Watch at ~53:30approx.
Roger MartinMentionsRoger is one of the world's most trusted strategy advisers he's professor ameritus at the rotman school of management
“Roger Martin was on the podcast talking about this stuff”
▶ Watch at ~55:00approx.
Mark ZuckerbergMentionsit was sort of a random decision for Mark Zuckerberg to move from a uh monthly active to a daily active
“I was actually at an interview with Zuck where he said the same thing”
▶ Watch at ~1:25:30approx.
Armand RuizCoinedAssociated with IBM and cited for definitional frameworks about multi-agent systems.
“Armand Ruiz on from from IBM has some good definitional Frameworks on some of the stuff”
▶ Watch at ~1:31:00approx.
Walt DisneyMentionswhat do you think Walt Disney was optimizing for when he was crafting Disneyland
“I think the one that I like the most is uh the Triumph of the American imagination”
▶ Watch at ~1:39:00approx.
Ed CatmullCoinedthe book Creativity Inc. by I think Ed Catmull where he talks about how new ideas are this ugly baby
“the other classic is Ed cat mol's creativity Inc”
▶ Watch at ~1:39:30approx.
Tom KelleyCoinedAssociated with IDEO.
“really good one from Tom Kelly of idio uh which is the 10 faces of innovation”
▶ Watch at ~1:40:00approx.
Steve JobsCoinedSteve Jobs is just uh the bar he held for the company and for technical talent and for excellence was not uh wavering.
“there was this 1995 interview um of Steve Jobs where he he talks about uh this idea”
▶ Watch at ~1:43:00approx.
Lenny RachitskyMentionstoday we've got another very special compilation episode something I've been pulling on more and more with the podcast and the newsletter
“thank you so much for having me Lenny and thanks for your service to the product community”
▶ Watch at ~1:46:30approx.

Resources · 29

AmazonMentionscompany · Jeff Bezos
“a GM at Zinga and a senior pm at Amazon”
▶ Watch at ~1:00approx.
VRChatMentionscompany
“Chandra is Chief product officer and Executive Vice President at VR chat”
▶ Watch at ~1:00approx.
EppoMentionssoftware · Eppo
“EPO is a Next Generation AB testing and feature management platform”
▶ Watch at ~2:30approx.
Airtable ProductCentralMentionssoftware · Airtable
“this episode is brought to you by airtable product Central the unified system that brings your entire product or together”
▶ Watch at ~3:30approx.
HeadspaceUsescompany · Headspace Health
“I was a relatively new VP of product at headspace”
▶ Watch at ~6:00approx.
HeadspaceCoinedcompany · Headspace Health
“we were able to create a new product which we called it the Next Generation head space”
▶ Watch at ~8:00approx.
The Art of WarMentionsbook · Sun Tzu
“from ancient sort of texts like The Art of War from sunu”
▶ Watch at ~11:00approx.
Good Strategy/Bad StrategyMentionsbook · Richard Rumelt
“good strategy bad strategy by Richard rumold who's been on your podcast”
▶ Watch at ~11:30approx.
Playing to WinMentionsbook · A.G. Lafley and Roger Martin
“playing to win you know Lafley and Roger Martin”
▶ Watch at ~11:30approx.
MetaUsescompany
“including several times at meta and you know usually leading to strong results”
▶ Watch at ~12:00approx.
LinkedInMentionswebsite · LinkedIn
“tomr Cohen was on the podcast he's CPO of LinkedIn”
▶ Watch at ~47:30approx.
Google Ventures Design SprintMentionsother · Google Ventures
“sometimes if you do the Google Ventures design Sprint you can even test some of it with users”
▶ Watch at ~49:00approx.
Make TimeMentionsbook · Jake Knapp and John Zeratsky
“they have another book called make time that's about productivity”
▶ Watch at ~50:00approx.
OneSchemaMentionssoftware · Christina Gilbert
“Christina Gilbert the founder of one schema one of our longtime podcast sponsors”
▶ Watch at ~53:30approx.
OneSchema FileFeedsMentionsproduct · OneSchema
“we just launched one scheme of file feeds which allows you to build an integration with any system in 15 minutes”
▶ Watch at ~54:00approx.
Meta Quest 2Mentionsproduct · Meta
“Oculus which was coming up with the The Quest 2 at the time”
▶ Watch at ~1:11:30approx.
Meta PortalUsesproduct · Meta
“portal which was our you know video conferencing product”
▶ Watch at ~1:12:00approx.
Oculus ReferralsCoinedproduct · Meta
“features that are known to everybody like the Oculus referrals program”
▶ Watch at ~1:12:30approx.
VRChatUsescompany
“for example at VR chard we doing both small s and big S work”
▶ Watch at ~1:20:00approx.
Tesla Full Self-DrivingMentionssoftware · Tesla
“for those who drive you know Tesla cars with like the fully self-driving capabilities”
▶ Watch at ~1:35:00approx.
Walt Disney: The Triumph of the American ImaginationRecommendsbook · Neil Gabler
“I think the one that I like the most is uh the Triumph of the American imagination”
▶ Watch at ~1:39:00approx.
Creativity, Inc.Recommendsbook · Ed Catmull and Amy Wallace
“the other classic is Ed cat mol's creativity Inc”
▶ Watch at ~1:39:30approx.
The Ten Faces of InnovationRecommendsbook · Tom Kelley
“really good one from Tom Kelly of idio uh which is the 10 faces of innovation”
▶ Watch at ~1:40:00approx.
IFRecommendsfilm
“we we really liked uh if you know imaginary friend”
▶ Watch at ~1:41:00approx.
Dune: Part TwoRecommendsfilm · Denis Villeneuve
“and then of course we enjoyed Dune 2 as well it was it was a fun watch”
▶ Watch at ~1:41:30approx.
Capybara Go!Usessoftware
“I've been uh playing this cute little game for the last few days it's called Uh capy bur go”
▶ Watch at ~1:42:00approx.
BlueskyUsessoftware · Bluesky Social
“I've also been poking around Blue Sky”
▶ Watch at ~1:42:30approx.
LinkedInUseswebsite · LinkedIn
“a reasonable choice would be uh LinkedIn uh to to reach me”
▶ Watch at ~1:46:00approx.
Lenny's PodcastMentionspodcast · Lenny Rachitsky
“you can find all past episodes or learn more about the show at Lenny podcast.com”
▶ Watch at ~1:47:00approx.

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Insights & moments

The myth-busts, hot takes, explainers, and tools worth keeping.

Myth Buster· 1

Myth Buster09:30

There Is No 'Strategy Gene' — Anyone Can Learn It

Chandra noticed a mystique around product strategy: a belief that some people are just intrinsically good at it and others aren't, as if you needed to be born with a 'strategy gene.' That belief bothered him. His conclusion after years of study is that strategy is not an innate talent but a capability anyone can build through a clear understanding of what strategy is and a repeatable playbook.

The idea that strategy skill is innate is a myth
Strategy can be made accessible through a procedural, repeatable approach
Understanding what strategy actually is removes most of the mystique

“there was this perception that some people were intrinsically really good at strategy and others were not and it was almost as if there was…”
Chandra · 09:30

“anybody can build product strategy through a clear understanding of what it is and through a friendly and repeatable Playbook”
Chandra · 10:00

#product-strategy#mindset#skills

Hot Take· 4

Hot Take57:00

Keep the Roadmap and Resourcing Out of Your Strategy Doc

Chandra argues a strategy document should stay separate from the roadmap — it's a companion to the roadmap, not the roadmap itself. Leaders often push to see 'what are we building next,' but including a roadmap muddies the strategy. Likewise, he doesn't recommend thinking about resourcing during the strategy phase; how much engineering goes to pillar A vs B vs C is a roadmapping question, not a strategy question.

A strategy doc is a companion to the roadmap, not the roadmap
Resist leaders' pull to bundle 'what we build next' into the strategy
Resourcing (headcount split across pillars) is a roadmapping decision
Keeping the doc clean keeps the focus on the strategy itself

“it's important not to include like a road map as part of a strategy doc because a strategy Doc is meant to be separate from…”
Chandra · 57:00

“I actually don't recommend thinking about resources in the strategy phase”
Chandra · 1:01:30

#product-strategy#roadmap#resourcing#documentation

Hot Take1:11:30

A Strategy Is Worthless Until Execution Proves It

At Meta, Chandra ran nearly identical strategy processes for two product-growth teams — Oculus and Portal — arriving at almost identical strategic pillars. Yet Oculus succeeded and graduated into the VR division, while Portal didn't move the needle and was sunset. The lesson: a strategy has no intrinsic business value; it's just a document with a few words until it generates results through execution. Any strategy is only as good as the results it produces, which demands the honesty and courage to admit what's working and pivot away from what isn't.

Oculus and Portal got nearly identical pillars but opposite outcomes
A strategy doc has no business value until execution generates results
Value accrues only when the strategy is tested against the market
Requires intellectual honesty to double down on what works and cut what doesn't

“the same strategy process we got to nearly identical sort of strategic pillars but eventually like completely different outcomes”
Chandra · 1:13:30

“any strategy is only as good as the results it can produce”
Chandra · 1:14:00

#product-strategy#meta#execution#case-study

Hot Take1:16:00

Strategy Has To Be About More Than Solving Problems

Small-S strategy is problem-focused and 'present forward.' But Chandra invokes Elon Musk's line that life has to be about more than just solving problems — said in the context of becoming a multiplanetary species — and argues the same is true of every company. Strategy needs an aspirational, exciting component that imagines the most compelling version of the future, not just an incremental fix to today's problems.

Small-S strategy solves present problems; big-S strategy imagines the future
Every company needs an aspirational, 'cool' component to its strategy
The aspiration answers why the world is better in 5–10 years
Pure problem-solving misses the inspiring, forward-looking dimension

“be about more than just solving problems and and he he says it in the context of the aspiration to become a multiplanetary species but…”
Chandra · 1:16:30

#product-strategy#vision#aspiration#big-s-strategy

Hot Take1:31:30

AI Agents Will Auto-Generate and Ship Experiments You Couldn't Imagine

Chandra describes a near-future multi-agent model — a strategy agent, a roadmap agent, an engineering agent — cycling through results together. His concrete example is onboarding: advanced experimentation frameworks like multi-armed bandits already optimize between variations quickly, but the variations are still human-designed. If generative AI produces those variations and feeds them into the frameworks, the possibilities become infinite and the winning experience may be something no human would have imagined. As agents automate more complex workloads, the PM's job shifts to architecting ever-bigger pieces of the product for agents to run.

A multi-agent model: strategy, roadmap, and engineering agents iterating together
Multi-armed bandit frameworks optimize fast but rely on human-made variations
Generative AI can create the variations, unlocking non-obvious winners
The PM's role becomes architecting bigger product pieces for agents to optimize

“now imagine if you know those variations could actually be generated by through generative Ai and could be plugged into the advanced sort of experimentation…”
Chandra · 1:32:00

“our job becomes architecting you know bigger and bigger pieces of the product to take advantage of these agents”
Chandra · 1:33:00

#ai#agents#experimentation#onboarding

Explainer· 2

Explainer13:00

What Product Strategy Actually Is (and the Resonance Analogy)

Chandra defines product strategy as the layer that sits between mission/vision and the plan (the roadmap), forcing choice to deploy scarce resources for maximum impact. He borrows the physics concept of resonance: applying a frequency near an object's natural frequency produces a disproportionate spike in amplitude. Great strategy is finding the frequency where the product resonates with the market. A complete strategy has three parts: a handful of focus areas (strategic pillars), the areas explicitly NOT in focus, and the why.

Strategy sits between mission/vision and the plan, at company or team level
It forces choice to deploy scarce resources for maximum impact
Resonance analogy: hit the market's 'natural frequency' for outsized impact
Three components: strategic pillars, explicit non-focus areas, and the why

“it forces choice to deploy scarce resources to generate Maximum Impact”
Chandra · 13:00

“the first is a handful of areas to focus on and I call these strategic pillars and then a whole bunch of areas that are…”
Chandra · 15:00

#product-strategy#definitions#prioritization#focus

Explainer1:29:00

Using AI to Generate 'Mock Strategies'

Chandra sees AI helping strategy formulation in two ways today: powering the preparation phase (competitive analysis, trend analysis of release notes, review analysis, head-to-head comparisons) and generating 'mock strategies' — asking a tool like ChatGPT how a product should grow. He finds these mocks surprisingly good and well-articulated, but their strength is also their weakness: they recommend investing in too many areas. Since the core of strategy is being targeted and focused, the human team still carries the burden of down-selecting to the most important bets.

AI accelerates the prep phase: competitive, trend, and review analysis
'Mock strategies' from AI are surprisingly well-informed and articulated
Their weakness: too comprehensive, recommending too many focus areas
Humans must still down-select to the few highest-impact bets

“it's surprise one surprisingly good like it's incredibly sort of well informed and and sort of well articulated”
Chandra · 1:29:30

“the burden is still on the team to like down select into the sort of the most important areas for for investment”
Chandra · 1:30:00

#ai#product-strategy#tools#chatgpt

Story· 3

Story06:00

The Headspace Moment That Sparked an Obsession With Strategy

As a new VP of Product at Headspace, Chandra had goals, metrics, and a buttoned-up roadmap and felt good about it. Then the founder-CEO quietly told him people didn't understand why they were working on what they were working on. That bubble-bursting comment led to Headspace's first written product strategy, a full reimagination of the product from meditation app into a broader health and wellness service, and Chandra's promotion to the company's first CPO.

A strong roadmap and metrics are not the same as a strategy people understand
The trigger was the founder saying people didn't grasp why they were building what they built
The written strategy reimagined Headspace beyond meditation into health and wellness
The work led to Chandra's promotion to Headspace's first CPO

“he said that hey CJ I'm I'm hearing that a lot of people don't really understand”
Chandra · 06:30

“it changed the product from being a meditation app to a broader Health and Wellness service”
Chandra · 08:30

#product-strategy#headspace#leadership#product-management

Story22:00

The Fruit Story: Why You Must Engage Leaders Before Building Strategy

Chandra caricatures how strategy reviews often go: you bring the reviewer a mango, they don't like mangoes; you bring an apple, they stopped eating apples; a banana, they've hated bananas since childhood. The point is that it's absurd to build a whole strategy and only then discover what the leader wants. Interviewing leaders up front is far better, and asking leaders what they think is a sign of strength and humility, not weakness — leaders even enjoy it and often have pet ideas they were shy to volunteer.

Presenting finished work cold to a reviewer wastes everyone's time
Leadership interviews up front surface what success and failure look like to them
Leaders often have 'pet ideas' they stay quiet about to avoid seeming like micromanagers
Asking leaders for input is a sign of strength and humility, not weakness

“you bring a fruit to the um to to the sort of the reviewer and say hey here's a mango like you know what do…”
Chandra · 22:00

“it's also not a sign of weakness it's actually a sign of strength and humility to ask your leaders what you want”
Chandra · 25:00

#product-strategy#stakeholder-management#leadership#alignment

Story1:04:30

Zynga's Strategic Clarity: Three Pillars That Reached $1B Fastest

At Zynga during the social-gaming boom, Chandra was struck by the company's strategic clarity — three elements ran across every game: viral social game loops, pay-to-complete monetization (paying only for the last stretch of a task), and network cross-promotion pushing the Zynga network over any single game. Just as telling were the explicit non-focus areas: not high-fidelity graphics, not complex mechanics. That clarity, hardcoded into culture and reinforced by data infrastructure, helped Zynga become the fastest company to reach $1B in revenue — until the shift to mobile broke the resonance. Chandra likens his own blindness to the fish that doesn't know it's in water.

Three pillars: viral game loops, pay-to-complete, and network cross-promotion
Explicit non-focus areas: high-fidelity graphics and complex game mechanics
Clarity was hardcoded into culture and reinforced by data infrastructure
Zynga was the fastest company to reach $1B in revenue at the time
The mobile shift temporarily destroyed the product-market resonance

“it wasn't like the focus wasn't on High Fidelity Graphics it wasn't on like complex game mechanics and this was extremely clear and hardcoded into…”
Chandra · 1:07:00

“that parable of the fish swimming in the water where the older fish swims by and he's like how's the water”
Chandra · 1:10:30

#zynga#product-strategy#focus#case-study

Tool· 1

Tool1:38:30

Chandra's Favorite Books on Creativity and Innovation

In the lightning round, Chandra recommends three books on creativity and innovation. Walt Disney's biography 'The Triumph of the American Imagination' — noting Disney loved theme parks over movies because he could tinker and observe reactions, effectively A/B testing before the term existed. Ed Catmull's 'Creativity, Inc.' on the negative forces that eat away at creativity in organizations. And Tom Kelley of IDEO's 'The Ten Faces of Innovation,' about the archetypes a team needs — the devil's advocate, the researcher, the ethnographer, the stage-setter — to create something special.

'The Triumph of the American Imagination' — Walt Disney biography; he A/B tested via theme parks
'Creativity, Inc.' by Ed Catmull — protecting creativity from organizational forces
'The Ten Faces of Innovation' by Tom Kelley (IDEO) — the archetypes a team needs
The 'ugly baby' metaphor: every new idea starts ugly and must be protected

“there's this this probably like less popular book but but really good one from Tom Kelly of idio uh which is the 10 faces of…”
Chandra · 1:40:00

#books#creativity#innovation#recommendations

Takeaway· 2

Takeaway41:00

Why 'How Might We' Is Such a Powerful Phrase

Lenny highlights the specific power of framing problems as 'how might we' questions — a concept he traces to a PM named Andrew Chen and the idea of 'fertile questions.' The phrasing is subtly magical: 'how might we improve relevance' opens the mind to possibility, whereas 'how do we improve discovery' makes the brain work differently and feel closed. It also flows naturally into a design sprint because designers already speak that language.

'How might we' framing opens the mind to solution ideas
It comes from the idea of 'fertile questions' that spark ideas
The phrasing changes how your brain approaches the problem
It bridges cleanly into design work

“this phrase how might we is actually really powerful as a way to phrase uh as a way to come up with ideas to solve…”
Lenny · 41:00

“there's something magical about that phrasing that it opens up your mind to oh how might we let's think about it”
Lenny · 41:30

#product-strategy#ideation#framing#design

Takeaway1:43:00

Steve Jobs on Craftsmanship: If It's Easy, It's Probably Not Special

Chandra's favorite mental model comes from a 1995 Steve Jobs interview about the tremendous amount of craftsmanship that sits between a great idea and a great product. The idea stuck with him: it takes a lot of effort to make something special, and conversely, if it's easy it's probably not that great. He uses 'is there sufficient pain here?' as a proxy for whether the team is building something great.

There's a huge gap of craftsmanship between a great idea and a great product
Making something special takes real effort
If it's easy, it's probably not that special
'Is there sufficient pain?' can be a proxy for whether you're building something great

“there's a tremendous amount of craftsmanship between a great idea and a great product”
Chandra · 1:43:00

“it takes a lot of effort to make something special and conversely you know if it's easy it's probably not that special or not that…”
Chandra · 1:43:30

#mental-models#craftsmanship#steve-jobs#product-quality

Key ideas

Frameworks in this episode

Future-Backward Aspirational Strategy (Big-s)

Newspaper Headline Winning Aspiration

Present-Forward Product Strategy Playbook (Small-s)

Problem-to-Pillar Down-Select

The Fruit Story: Leadership Pre-Alignment Interviews

People & resources mentioned

People · 18

Resources · 29

Insights & moments

⚡Myth Buster· 1

There Is No 'Strategy Gene' — Anyone Can Learn It

◆Hot Take· 4

Keep the Roadmap and Resourcing Out of Your Strategy Doc

A Strategy Is Worthless Until Execution Proves It

Strategy Has To Be About More Than Solving Problems

AI Agents Will Auto-Generate and Ship Experiments You Couldn't Imagine

✶Explainer· 2

What Product Strategy Actually Is (and the Resonance Analogy)

Using AI to Generate 'Mock Strategies'

❝Story· 3

The Headspace Moment That Sparked an Obsession With Strategy

The Fruit Story: Why You Must Engage Leaders Before Building Strategy

Zynga's Strategic Clarity: Three Pillars That Reached $1B Fastest

✦Tool· 1

Chandra's Favorite Books on Creativity and Innovation

▲Takeaway· 2

Why 'How Might We' Is Such a Powerful Phrase

Steve Jobs on Craftsmanship: If It's Easy, It's Probably Not Special

Myth Buster· 1

Hot Take· 4

Explainer· 2

Story· 3

Tool· 1

Takeaway· 2