Transitioning from a structured environment at Zip, a BNPL company, to the more fluid setting of Kinde, a seed-stage startup, has led to significant changes in the author's role as a Product Manager. At Kinde, ownership and decision-making are decentralized, with each team member entrusted with their own budget and encouraged to make swift, independent decisions to stay competitive. Unlike Zip, where customer interactions were limited to specific roles, Kinde promotes direct communication with customers for everyone to better understand and address their needs. The product development approach at Kinde is also more adaptable, using flexible "swarms" instead of rigid sprints, allowing team members to focus on strategic direction rather than technical details. This shift to a more lean and adaptive structure emphasizes the importance of trust and empowerment within the team, supported by a rigorous recruitment process to maintain a cohesive and effective team dynamic.