Okay, you have some big questions and it looks like I'm limited to a two minute response. So we'll see how this goes as far as continuous. Experimentation this start, there's two key ideas here that starts with starting with a teeny tiny opportunity. So that's the value of opportunity mapping is returning, big Evergreen opportunities into smaller and smaller. More solvable opportunities smaller opportunities lead to smaller Solutions, which allow us to test quicker because we're working with smaller chunks of work. The
 Second part of that is we want to break our ideas into their underlying assumptions. We can often test assumptions a lot faster than we can test the LIE Diaz. So this is a really critical concept. Most assumption tests. You can run in a day or two, most idea tests take weeks at in most environments. So the key is to break your ideas that into their underlying assumptions and then rapidly test those assumptions on how 2000s use challenge the way to change the way teams work really what it does.
 Is it adds structure to their Discovery? So it's really easy to get lost and overreact to the latest thing. You heard from a customer. I noticed he's help you gather everything in one place. Make more compare and contrast decisions. Make more strategic decisions about where you might want to play. And they also help keep the team. Keep track of key decisions. So when they learned something surprising and they have to revisit a decision, they have a good history of where they've been
 I'm challenges people should be aware of is people dramatically underestimate opportunity mapping. They tend to frame their opportunities as Solutions opportunity. Framing is definitely a skill that you need to practice and really separate solutions from opportunities. That's what really sets up, the ability to really understand a customer need or customer pain point, which is what unlocks better Solutions. So don't underestimate opportunity, mapping. Be sure to spend a lot of time thinking about is this a need or
 Endpoint or is it really just a solution in disguise?

Okay, you have some big questions and it looks like I'm limited to a two minute response. So we'll see how this goes as far as continuous. Experimentation this start, there's two key ideas here that starts with starting with a teeny tiny opportunity. So that's the value of opportunity mapping is returning, big Evergreen opportunities into smaller and smaller. More solvable opportunities smaller opportunities lead to smaller Solutions, which allow us to test quicker because we're working with smaller chunks of work. The

 Second part of that is we want to break our ideas into their underlying assumptions. We can often test assumptions a lot faster than we can test the LIE Diaz. So this is a really critical concept. Most assumption tests. You can run in a day or two, most idea tests take weeks at in most environments. So the key is to break your ideas that into their underlying assumptions and then rapidly test those assumptions on how 2000s use challenge the way to change the way teams work really what it does.

 Is it adds structure to their Discovery? So it's really easy to get lost and overreact to the latest thing. You heard from a customer. I noticed he's help you gather everything in one place. Make more compare and contrast decisions. Make more strategic decisions about where you might want to play. And they also help keep the team. Keep track of key decisions. So when they learned something surprising and they have to revisit a decision, they have a good history of where they've been

 I'm challenges people should be aware of is people dramatically underestimate opportunity mapping. They tend to frame their opportunities as Solutions opportunity. Framing is definitely a skill that you need to practice and really separate solutions from opportunities. That's what really sets up, the ability to really understand a customer need or customer pain point, which is what unlocks better Solutions. So don't underestimate opportunity, mapping. Be sure to spend a lot of time thinking about is this a need or

 Endpoint or is it really just a solution in disguise?

Hey Teresa. Thanks very much for agreeing to be a part of our blog article, really excited. I'd like to write an article specifically around the opportunity solution, tree, and include some practical tips and advice from you on how product teams can best build and manage it to enable better products success. So, I know that there are four sections around building the opportunity solution tree. So, I'm going to ask a couple of questions around those and then some more general questions as well.
 So kicking off with question. Number one, for the first section. Can you give some tips to help teams to find the desired outcome and what success should look like? So, had a teams prioritize which out cotton is the most important.

Hey Teresa. Thanks very much for agreeing to be a part of our blog article, really excited. I'd like to write an article specifically around the opportunity solution, tree, and include some practical tips and advice from you on how product teams can best build and manage it to enable better products success. So, I know that there are four sections around building the opportunity solution tree. So, I'm going to ask a couple of questions around those and then some more general questions as well.

 So kicking off with question. Number one, for the first section. Can you give some tips to help teams to find the desired outcome and what success should look like? So, had a teams prioritize which out cotton is the most important.

Qs 2-3

Question t for the second section, how would you recommend finding opportunities through research? What should you pay particular attention to question, 3 in Section 3? What are some best practices for Tree Management to ensure that tree is kept organized while allowing for new ideas, to be added. For example, who should be responsible for owning and managing it. How, and when should ideas be added on and how are they prioritized? And
 By whom.

Question t for the second section, how would you recommend finding opportunities through research? What should you pay particular attention to question, 3 in Section 3? What are some best practices for Tree Management to ensure that tree is kept organized while allowing for new ideas, to be added. For example, who should be responsible for owning and managing it. How, and when should ideas be added on and how are they prioritized? And

Qs 4-6

Question fall in section 4 power contains design and manage the tree so that it's adaptable to continuous experimentation evaluation and product Discovery. Question 5, how have you seen the opportunity solution tree? Change the way product teams work and be more successful. Are there any success stories or stories? Where things haven't gone? So well that you would like to share so that people can learn from them and question 6, what are some of the
 biggest challenges that people should be aware of when building and managing the solution tree and using it for product success. That's it. And thank you so much once again,

Question fall in section 4 power contains design and manage the tree so that it's adaptable to continuous experimentation evaluation and product Discovery. Question 5, how have you seen the opportunity solution tree? Change the way product teams work and be more successful. Are there any success stories or stories? Where things haven't gone? So well that you would like to share so that people can learn from them and question 6, what are some of the

 biggest challenges that people should be aware of when building and managing the solution tree and using it for product success. That's it. And thank you so much once again,