Ritual

ritual

Do you have a clean break from work at the end of the day? Or does your work life tend to bleed into your personal life, creating a sense of never-ending stress? If the latter is true for you, then it's time to start practising shutdown rituals. Continuing on from last week's topic – the importance of getting proper rest – I thought we'd touch on a profound tool called the 'power-down ritual' (Cal Newport called it the ' .') shutdown ritual If you felt slightly called out by my last newsletter and want to work on separating your work and personal life, you're in the right place. Let's unpack what it means to power down. End-Of-Day Habits Here's a question – how easily can you separate your work hours from your personal hours? For example, maybe you've got a standard nine-to-five job and your work computer never comes home with you. If you're an entrepreneur or business owner, however (like most of my readers), I'm guessing that isn't the case. Running a company is a surefire way to blur the lines between your work and personal life. You're literally responsible for every aspect of the business; it's your brainchild, the lifeblood of your future. No wonder it's hard to put it down and walk away. The result is an endless stream of residual stress that can cause major burnout. With no start and end time, your life feels like one giant workday with intermittent breaks. It's no wonder that work-from-home employees report higher burnout rates than those who work in an office. You literally never leave the workplace. It's all too easy to forget where your work ends and your life begins. The Power of Rituals By now, I'm sure you've read Atomic Habits by James Clear – but if not, the message is very simple. Habit-building is one of the most powerful tools you'll ever use for personal and professional growth. In my experience, the best habits are those that signify different phases of the day. For example: When I wake up and get straight into exercise gear, my brain knows I'm about to work out and enter the energetic, alert phase of my morning. I brew a calming tea every night before bed, symbolizing the onset of relaxation and sleep. At the end of my work day, I power down my laptop and set myself to 'inactive' on communication platforms, letting my colleagues know I'm done for the day. These habits aren't anything crazy – but they break up my day into distinct phases so that my mind is always on the same page as my daily schedule. My end-of-workday habit is actually an example of a shutdown ritual. Let's zoom in on that one. Shutdown Rituals In his book called Deep Work, , "When you work, you work hard, and when you’re done, you can be done.” That's the intention behind his concept of the shutdown ritual – to completely separate your work life from your free time. Cal Newport famously said Here's what his own shutdown ritual looks like: Update master task list (collated list of immediate and long-term tasks) Review task lists and set completion dates for urgent tasks Peruse the calendar to see what appointments are coming up in the next two weeks Read through the current weekly plan to ensure everything is on track After all of that, he shuts down his computer and walks away, putting work out of his mind until the next day. The idea of a ritual like this isn't just to tell your brain the workday is over. It's to ensure that nothing remains on your mind after hours. You answer every question, tie up loose ends, and resolve anything that would prevent your mind from fully resting. The reality is that you can never properly rest if you're thinking about work. Employment is directly tied to your livelihood; it is incompatible with relaxation. A shutdown ritual allows you to make a clean break from work, allowing your mind and body to fully rest. Do You Need a Shutdown Ritual? Reading this, you might be thinking, "I don't need a ritual. I leave my computer at work and I refuse to respond to emails after hours." Sometimes, however, these measures alone aren't enough. Just because you're not working after hours doesn't mean you're not thinking about work. You might still be worrying and stressing out over the tasks you left undone. A ritual helps to consolidate your thoughts; you leave work with total awareness of what needs to be done, and you can rest easy knowing that it's all written down. Wondering whether it's time to craft your own shutdown ritual? Here are a few signs that your work and personal lives need more separation: You're irritable, overly emotional, or easily overwhelmed You feel tense and anxious when you think about work It feels like you never have time to get through your task lists You feel guilty for taking time away from work You might recognize these as – and left unattended, burnout can derail your career. A shutdown ritual is one way to make sure that doesn't happen. symptoms of burnout Creating a Shutdown Ritual Cal Newport's ritual is an excellent example of a shutdown ritual, but the best rituals are tailored to your specific needs. Answer these questions to make your own. 1. What work-related tasks and events keep you up at night? By this question, I'm talking about the tasks and to-dos that linger in your mind after leaving work. For instance – some people spend all night drafting emails in their head if they don't get them sent during the day. Others feel overwhelmed by their workload if they don't write or review their to-do list. 2. What can you do to put those thoughts to rest? I want to be clear that the point of a shutdown ritual is not to get everything done, but to rest easy knowing that the tasks are accounted for. You might not have time every afternoon to write and send all of your pending emails or tick off the tasks on your to-do list, but you can write everything down and leave work with a clear plan for the next day. 3. What would this look like as a ritual? Now that you know what tasks and thoughts need to be addressed, it's time to turn them into a ritual. For example – if your shutdown ritual focuses on follow-up correspondence, it might look something like this: Spend 10 minutes writing and responding to emails. Write a quick to-do list for the next day, including any tasks you weren't able to finish today. Scan your calendar for upcoming appointments or deadlines. Take 5 minutes of quiet time before leaving work – use this time to reflect on the day and reset your mindset. I personally like to add a symbolic element, too, like powering down my laptop or turning off my work lights. It serves as a tangible reminder that I'm leaving work for the day and entering into relaxation mode. What If You're Working From Home? I would almost assert that WFH-ers need a shutdown ritual even more than office workers. The boundaries between work and home are often blurred. Scratch that – they're blurred by default. You need to go out of your way to create a clear break between your work and home life. A shutdown ritual is a perfect way to do this. It doesn't have to be elaborate – it could just be something as simple as taking 10 minutes to journal about your day, followed by some light stretching or meditation. Anything that helps you disconnect from work and transition into relaxation mode is fair game. I'd warn against keeping the ritual too simple, however. The point is to resolve all loose ends so that you can completely relax without worrying about tomorrow's tasks. A simple yoga ritual might not be enough to achieve this. (It's the perfect post-ritual activity, though!) Will My Business Suffer? For my entrepreneurial readers, I want to assure you that taking breaks is okay. It's not just okay; it is absolutely essential for long-term success. It will always be tempting to remain on-call 24/7, but no one can sustain that lifestyle forever. Shutdown rituals as an entrepreneur require a bit more preparation. They need to be supported by a culture of delegation; otherwise, you'll never feel confident stepping away for the evening and letting your colleagues handle things. Trust me when I say that carving out time for yourself becomes less possible as time goes on. If you aren't disciplined from the very beginning of your startup venture, it will be impossible to practice self-care and meaningful shutdown rituals as business picks up speed. Set a precedent by making yourself completely unreachable after certain hours. Don't give anyone the impression that you're the 'on-call' CEO. Make it part of your culture to leave work on time and honor your shutdown ritual. The Takeaway Shutdown rituals are a powerful tool for improving productivity, reducing stress, and creating a healthy balance between work and home life. They're also an important part of maintaining mental health as an entrepreneur or remote worker. Start by identifying the tasks that keep you up at night, then create a ritual that puts those thoughts to rest. Whether it's 10 minutes of correspondence or consolidation of your to-do lists, it's important to make sure that your ritual is tailored to your specific needs. I'd be fascinated to hear what your shutdown routine looks like. Feel free to share your stories with me – or if you haven't got a ritual to share just yet, take this as your sign to create one. If you enjoyed this article, I’d love to hear from you. Also published here .

Harnessing the Power of Shutdown Rituals

Today, I'd like to cover the weekly life of a project manager. When I'm managing a project, these are the things I do every week: . Do you have a goal that is less than a month away? If not, make one up as soon as you can. Talk about the next milestone every meeting with the team. Identify the next milestone . Schedule an hour or two every Friday to review and update your project plan. Update your project plan . During your project planning time, update your risk registry. Update your risk registry . After updating the project plan and risk registry, I send out an update that summarizes where things are at with all the projects I'm responsible for. Send a weekly project update Putting these things together will often require meetings or conversations. But having a concrete idea of what you're delivering each week can make it more clear what to focus on. Identify the Next Milestone People work best when they're working towards a goal that is close and easy to wrap your mind around. engaged, more productive, and more effective when working on a milestone that is less than a month away. This also cleaves complexity into a chunk you can manage. People can reason about about that much work. They work more effectively towards it. Most weeks, you should already have a next milestone identified. Fantastic! However, you'll often be close to finishing that milestone, or things will shift in a project. Or the project won't be broken down enough to have a milestone that is soon enough. Why a month, as opposed to something sooner or later? The short answer is that this is what I've seen both with my own experience, and with evidence from some limited data I've seen. You can read more about this in my post on . milestones, not projects I recommend getting the product manager, designer, and people who have thought the most about the technical contours of the project in a room, and tell them you'd like to identify a milestones: "What would the best milestone be that is less than a month away? Let's come up with a few possibilities, and choose the one we like best." Start with the constraint that you always need a milestone that is less than a month away. If you don't have one, or you're about to finish a milestone, make sure you have the next milestone identified. Refer to that milestones post to learn more about the art of breaking up projects. And also remember that this is a real skill that takes time and practice to develop. Update Your Project Plan I book time every week to update my projects. I review the project plan, and make sure it reflects my current thinking. I ask myself if it still seems realistic. I think through the rest of the project, and think about potential sources of delay and risk. Wishful thinking is your enemy. Look at everything from a skeptical perspective. For some people, this is natural, and for others, it requires practice. You will often need information from others in order to update the project plan. I usually schedule a weekly meeting per team, or per project. At this meeting, I have the main leaders present, and walk them through the next couple of weeks in detail, showing them my current thinking with the project plan, and asking them to critique it. I then go through further out into the future, but with a little less fidelity the further out we get. Usually I invite someone representing product, technical leadership, and design. Try to keep these meetings pretty high level. You want them to not be a huge waste of time for the participants. I often find it best to join this activity into a meeting that has a larger purpose. For example, a local team's leadership meeting might cover this in 5-10 minutes every week. But the majority of our time we might discuss other matters, like the things we're concerned about or need to improve. One anti-pattern for project managers is that you can get into a habit of pinging people for information all the time. This is annoying at best. Make it inexpensive for people to keep you informed. And also encourage people to surface what they're observing, so you don't have to update them. Switching communication to push, from pull, is preferable. What Should the Project Plan Look Like? I make project plans that are week by week. Each week has a couple of bullet points. The bullet points are things we plan to demo that week. The demos should include technical demos, but the description of what we will deliver should be as customer-focused as possible. I also add time-based events that are relevant to the delivery of the project. For example, vacation time, on-call schedules, and offsites. The goal for your project plan is to not be more specific that a couple of bullet points. You want a plan that is easy to change. The more specified your project is, the more expensive it is to alter it. A good project plan should be a tool for discussion and one that change rather than discourages it. When I see lots of project artifacts, and things that require updating, I get skeptical. Gantt charts communicate effectively but are often a sign the underlying data is hard to change. encourages One thing to watch out for is many engineering teams work on a person per project. The more you can use the team as a unit of delivery for your projects, the better. This is a deeper topic, so I won't go into a lot of detail now, but in general, when I see project plans that specify what each person is doing, I view that as a sign that the project is unnecessarily brittle. And a team that is overly specializing, and not doing enough knowledge sharing. This can be appropriate for small companies, but otherwise, I tend to discourage it. If I see fractional allocation of "resources" in a project, I typically scream, take a lighter out of my bag, set my hair on fire, and run out of the room. The fewer projects you're managing, the better you'll do with them, so that's another argument for teams focusing on fewer projects. People ask if you need a week by week project plan if you're on a team that has two week long sprints. Of course it is up to you, but I would do it week by week. Otherwise, you have very little visibility into whether things are on course or not. If I were doing it on a two-week long sprint cadence I would tell the team, this is a plan showing whether or not we demo this by Friday every week. could What Should Your Risk Registry Look Like? As you update your project plans, you should also ask yourself what could go wrong. Here are a couple of ways to ask yourself, or others, questions that will help you plan better: What is most likely to go wrong with this project? What projects have been similar to this in the past? What challenges did we have with them? What's the worst case thing that could happen on this project that seems like it could actually happen? If we had to bet this month's salary on this project going well, what are things we would be worrying about right now? Risk management is a balancing act. You don't want to overinvest in many of your risks. But you do want to think through them. After you come up with new risks, list them as bullet points in your . risk registry For each risk, you or your leadership group should determine if you want to take any action to mitigate that risk. Next to your risk registry, list your plan next to each. Or write down, "accept risk". If your leadership group is functioning well, you can have rational discussions about the risks, and the cost to mitigate the risks. I suggest when you introduce a risk registry, you have a conversation about the costs of mitigation, and be sure to have conversations about not just how you'll mitigate risk, but whether you even want to. Write a Weekly Project Update After updating my project plan and risk registry, I have a good idea of the current state of the project. So now I help the people around me by sharing that state, in as concise a format as possible. The aim of a weekly project update is not to share everything about the project. It's also not to show how great your team is. When you approach project updates from either of those perspectives, your writing becomes excrutiating to read. Instead, you should focus on the needs of your reader, and give them just enough information that they can come to you if they need to, to have a longer conversation. This tweet summarized a lot of the things I've learned over the years about writing concise, readable updates. It also features some wonderful examples, so I strongly recommend reading through it: One thing I'd like to emphasize is that you should come across as a neutral party: objective, upfront about risk, exposing things without bias. Your update should include a link to the source of the information: the project plan, risk registry, and a link to demo the current state of the project. After you write your update, send it to your stakeholders. You can use a mailing list or a channel in Slack. You want to make it easy for new people to follow the information. You'll probably be surprised who finds it useful. You might find other parts of the company who find your updates useful. These updates help the people around you to be effective. Your manager will be informed about the state of the project, so they can represent your work in meetings (you have no idea how helpful this is for them). Other teams that depend on you won't have to contact you to get updates. It provides a very nice communication scaffold. You may even get thank you notes! Incidentally, these updates help demonstrate your ability to manage the project. I find the project updates to be a good forcing function for doing the rest of the project management. By knowing that I have to send out my weekly update, it forces me to take the time to do everything else. Ideally, the update should be just a tweet or two in length. You don't need a lot of detail -- people can talk with you if they have questions. Share this post: https://www.rubick.com/project-manager-weekly-rituals/ Thank You I've had a long history with project management, even writing project management software in the past. But really hammered into me the details of how to write a good update. He acted as an editor -- training me each week on how to do better. Bjorn Freeman-Benson Thank you to for the cover image. Gerd Altmann Co-published here.

What Weekly Rituals Should You Master?

Top Entrepreneurs understand two things: how their attitude affects the business and how to make a difference in the world. This week, Furqan Aziz joins us on “Mondays with Entrepreneurs” to discuss how he is making a difference in the world and growing business at the same time. Who’s the Guest? Furqan Aziz 👨‍💻 Name: Furqan is the CEO of 🙌 What They Do: InvoZone Starting up a company isn’t just about work but also how much of yourself goes into this lifestyle choice. 💭 Best Advice: So before starting your week, pause for a coffee break ;) and enjoy this chit-chat with Furqan. 1. Please tell our reader about how you perceive success? The path to success is unique for each person. For some, it may be about being the best at what they do, others might define their own goals differently - whether that means impacting a world or just achieving personal milestones such as having more time with family members. For me, success means making a difference in the world. I benchmark it as to whether or not you can be remarkable. If your work is extraordinary enough to stand out from everything else going on around us congratulations! You've found what's successful for you. 2. Why did you start InvoZone and how does your passion still drive your business’ growth? In an unexpected turn of events in 2014, my credit card was charged with a fraudulent payment of $10,000. Yes, I became the victim of credit card fraud and the whole ordeal shook me up; I thought to myself, ‘I need to stop this loophole’. So to minimize attacks on payment systems due to their weak cybersecurity measures such as lack of security protocols or unprotected networks, I strategically planned and started my own company that would protect people from scams through robust security solutions. It is now more than just one man's passion project: this full-fledged development team has taken cybersecurity as their core service! For the last seven years, we've been leading innovators in web and mobile development by using new technologies such as the Internet of Things (IoT), Big Data Science, Artificial Intelligence. 3. One of the biggest fears of outsourcing is trusting the people you hire to do your business as you would do. How do you ensure that your clients trust you? My clients and employees are equally important to me. I let my team take the front seat by taking complete ownership of a project, encouraging them through allowing their ideas to be heard in brainstorming sessions- enabling us all to work as one as we push for our ultimate goal; finding the best solution possible for the client's product. But to make sure that clients get the best product, we always hire A+ grade players. Other than that we have a deep and 3-step (verification, validation, and quality assurance) process to ensure high-quality deliverables. 4. The pandemic surely affected businesses worldwide. What about InvoZone, What impact COVID-19 had on your business? (Both positively and negatively.) With 600% plus growth during the pandemic, Invozone has not felt the worst effects of a disaster, fortunately. Also, there’s an increased demand for software development companies because people have been shifting to the digital space. But some of our clients and local businesses have felt the worst effect of this pandemic. We do sympathize with them and are looking to help as much as we can. 5. In 2021, what is the major problem you think the tech industry should work on? COVID-19 showed that our healthcare systems need more technological advancements if we want to overcome a pandemic situation. Although digitalization is happening in the healthcare industry, it's not enough. Other than that, Cyber fraud needs to be addressed as well because of increased online transactions and scams that are targeting victims who make purchases or perform other digital actions on their devices. 6. Why do you think most people fail to grow their business? And what advice would you offer them to keep pushing? Entrepreneurs who hesitate to delegate and outsource are more likely to fail because they wear too many hats at the same time. Besides delegating, outsourcing is integral to startups as well as if you want your business to grow from two times to ten-fold. Most businesses come to us when their businesses have almost reached death's door; we help them stand back up again by having professionals and experts in every vertical. But those who don’t seek help eventually fail. My advice for everyone who is facing failure is to learn to delegate tasks to experts and do what you are best at. 7. If you could speak face to face with yourself when you first started, what pearls of wisdom would you impart? There are many things that I missed and would like to pass on if given the chance. Loyalty in hiring is paramount, prepare for surprises, stay tough-skinned - it's not always easy! You can't start until you know what your goal is; starting up a company isn’t just about work but also how much of yourself goes into this lifestyle choice. With business partners make sure there's an equilibrium between passion, commitment, ambition, and willingness/ability to manage stress because when one diminishes so does the other which is disastrous for your team. 8. What’s the best advice you ever received and do you follow it? I got too many bits of advice from my mentors and family. But the best advice I ever received was from one of my mentors. He said: “Rather than going with a standard path, see how you can add more value”. and It's always good to take the time to invest in your career. When you're trying to figure out what the next steps are, ask yourself: How can I add more value? I often find myself wondering how I can contribute even better than before - and then it hits me! If adding something that already exists will help make my work easier or more efficient for other people, why not do so whenever possible while still maintaining a positive attitude about everything else too (i.e., don't let negativity get the best of you). 9. And the last question, since the series is named “Mondays with Entrepreneurs”, What are your Monday Morning rituals? Since I work all week, Monday is no different than any other day. Well not so much for the morning rituals- that's when things get unordinary. The minute my eyes open in the morning- it's time to check messages from team members and clients alike. If there is nothing urgent then a shower and breakfast with family might do before getting back on desk duties for almost 14 hours every single weekday. Shahmeer: Alright, Furqan! Your story is truly inspirational. Thanks for your time and best of luck. I am sure readers will enjoy and learn. Thanks, Hackers for reading :) If you have any suggestions regarding questions to ask in this series or if you want to get featured, I am available on and you can also reach out to me on ;) slack Linkedin

InvoZone CEO Furqan Aziz on Passion, Failure, and Monday Rituals

When companies went remote overnight, most thought it would last a month or two, but it has become clear by now that the COVID-19 pandemic has changed not only how we live our everyday lives but how we do our jobs. While remote working has its benefits, employees struggle with personal issues like loneliness while experiencing problems when collaborating, communicating online. Such can decrease both the motivation and the effectiveness of teams. new challenges In fact, emotional and economic pressure – decreasing employee performance – have increased substantially amid health concerns, work stress, and financial problems with the fact that they are exhausted by the extended . two of the three indirect motives pandemic workday As a founder or team leader, you have more influence than you may realize over your team’s wellbeing, motivation, and performance. But how can you motivate yourself and your team amid these uncertain times? Team Motivation Idea 1: Celebrate Small Wins. Harvard Professor and Author Teresa Amabile has shown that tracking these small and incremental successes can have a surprising impact on a team's motivation. Research by This is also related to how our brains work. Every achievement — big or small — triggers our brain’s reward system and releases hormones that help us feel more energized, confident, and motivated. Teresa Amabile from The Harvard Business School how everyday life inside organizations can influence people, their motivation, and their performance. studies When Teresa M. Amabile and Steven J. Kramer analyzed nearly 12,000 diary entries from 238 white and blue-collar employees in seven companies they found something very interesting: Research has surprising results for 95% of the managers because they ranked “recognition for good work” as the most important factor in motivating the team, but “making progress” had the most prominent positive effect on the team’s motivation. They published an article for Harvard Business Review called on “progress principle”. "The Power of Small Wins," According to Amabile and Kramer, “if you are a manager, the progress principle holds clear implications for where to focus your efforts. It suggests that you have more influence than you may realize over employees’ well-being, motivation, and creative output.” According to them, knowing what “serves to catalyze and nourish progress—and what does the opposite—turns out to be the key to effectively managing people and their work.” Team Motivation Idea 2: Create Rituals. According to another HBR ; “Rituals in the workplace can reinforce the behaviors we want, create focus and a sense of belonging, and make change stick.” Not only that, but , resulting in improved ability to respond together to the challenges. Article teams become more motivated In their book, , authors Kursat Ozenc and Margaret Hagan offer 50 rituals and states that “enhance performance by motivating and bonding people.” Rituals for Work Team Motivation Idea 3: Make Progress a Daily Ritual. Teresa Amabile also advocates keeping a daily diary of progress because it helps to reflect on the day and keep track of all those small wins that normally go unnoticed. She writes, “keeping regular work diaries, which took no more than ten minutes a day, gave many of our research participants a new perspective on themselves as professionals and what they needed to improve.” – Teresa Amabile, Harvard Business Review It's easy to be reactive, just responding requests, emails, messages. While this can be difficult to escape, a work journal – such as the or the – forces you to be more present on a daily basis. Clear Habit Journal Self Journal The benefits of keeping a daily work journal is to identify the signals out of the noise. It helps to: 🧠 Organize your thoughts Starting the day by setting clear intentions will boost your productivity, 📌 Capture anything From small wins and learnings to the things that concern you in your workplace, 👀 Practice daily self-assessment You can use emojis to keep track of your mood. Team Motivation Idea 4: Do it on Slack. (Use Slack.) Slack breaks the on concurrent users as demand surges for remote working. Some people praise it for enabling their work’s success, while on the other, people point it as a source of distraction and ruining their productivity. However Slack is a perfect platform to develop rituals. record For example, with , you can implement rituals such as daily/weekly check-ins, feedback, to your team’s day to day workflow without leaving the slack. Mitual’s check-in module is always free to use with your team.  Bring your team together on a channel where they can openly reflect, share thoughts, and appreciation. Mitual’s new Slack app You and your team get small wins almost every day, repurpose your team’s time spent on slack by building rituals that capture signals out of the noise and leverage them to create momentum towards your team's goal.

Remote Team Motivation Ideas for COVID-19: One Ritual to Rule them All

Beyond Agile Stand-ups and Retros There are well documented rituals for development — sprint planning, daily stand-up, iteration review, retrospective. agile product When I started working in an enterprise, I found that these ware not enough. The complex stakeholder landscape and geographically diverse business units that exist in an enterprise meant that I needed an extended toolkit to succeed. Over the years, I have worked with teams to optimise a number of rituals that I have found useful for the enterprise workplace. I’m going to share them here and hopefully you might find them useful too: Product Discovery : Product Owner, Business Analyst, Tech Lead, UX Designer People : Weeks before workstream inception When : A few weeks or up to months depending on complexity of the project/proposition Duration : First you need to figure out what the product looks like. While in a startup the exercise normally starts with identifying a user problem, in an enterprise there are more dimensions to align with: Purpose Strategic goals — the product has to fit with the strategic goals of the company. Resources available — this is a two-way exercise. On one hand, quarterly and annual resource planning would outline what resources are available at a high level. On the other hand, the discovery and the product backlog that comes out at the end of the Inception would inform how much resources is required. Technological constraints — such limitations would form the boundaries of the opportunity. In certain enterprises this means having to deal with legacy systems which dictates the effort required to truly innovate. Customer problems — this one is similar to the well document process of identify customer pains and getting to product market fit. Usually extensive user testing is required Competitive and comparative analysis — benchmarking your proposition against products in the industry and similar products outside of the industry. Materials from Product Discovery is typically put together in the form of a deck. This deck is used during Inception ‘Kick-Off’ to set context for the workstream and bring all stakeholders onto the same page. Workstream/Project Inception : Full Team (Product Owner, Business Analyst, Tech Lead, UX Designer, Developers, Iteration Manager), Business Stakeholders, Program Leadership, Program Technical Architects, and other Subject Matter Experts. People : Start of the workstream When : 1–2 weeks depending on project/product complexity and size Duration : This consist of a series of intensive half day workshops over 1–2 weeks. The goal is to bring all stakeholders together to so everyone is on the same page. The workshops are facilitated by the core product team. Every stakeholder are invited to attend the first (Kick-Off) and the last (Final Showcase) workshops. Relevant stakeholders are invited to individual workshops. A sample rundown could look like this: Purpose Day 1AM: — Kick Off; Hopes and ConcernsPM: Problem Definition; Value Proposition Canvas; User Journeys Inception Day 2AM: Functional SolutioningPM: Design Validation; Story Splitting Day 3AM: Tech Solution ValidationPM: QA Testing Strategy; Story Estimation Day 4AM: Story PrioritisationPM: Roadmap Planning; Project Governance Day 5AM: Showcase PreparationPM: Final Showcase Working Groups : Product Owner, Business Analyst (optional), Business Stakeholders / Subject Matter Experts People : Regular cadence throughout product delivery When : 30mins to 1hr depending on topics to discuss Duration : After project inception, the product team will start building the product, i.e. begin ‘delivery’. The team will continue to conduct user research, user testing and come up with new UX/UI/prototype/assumptions about the product. It’s helpful to have a working group consisting of Subject Matter Experts in the wider business to review these early artefacts. Purpose Experts may ask questions or give advice to de-risk the product. Often it leads to a better product that aligns better with business goals and user needs. It also helps with stakeholder buy-ins as these domain experts may become advocates for the product within the organisation. Product Showcase : Product Owner, everyone included in the Inception and Working Group People : Every 2 weeks or end of each iteration/sprint When : 1 hr Duration : This is a forum to demo working software to all stakeholders and share progress against milestones. The showcase can be video recorded for circulation afterwards. Purpose Early user feedback and analytics can be discussed here too. As the workstream progresses it’s useful to use the Showcase as a standard way to communicate progress and results. Conclusion I found that in an enterprise environment, just focusing on agile rituals internal to product development isn’t enough. Having these additional rituals helped me manage stakeholders and establish structured communication channels to gauge feedback and ensure our product continue align with expectations and goals. Feel free to comment below. If you enjoyed this article, please hit that clap button to help others find it. : | Follow me Medium LinkedIn

5 Useful Non-Agile Rituals for Product Managers Working in Enterprises

Justin Ward http://delmarva.invisiblefence.com

My daily ritual is reading Entrepreneur.com,

This Looks Like AI This Looks Like AI How often have you heard that lately — as a casual remark, a passive-aggressive nudge, or, increasingly, an unsolicited little slap in the face? It’s the modern equivalent of calling someone ‘too well-groomed to be trustworthy.’ One dash, one coherent sentence, and boom — you’re no longer a writer, you’re a suspect. Congratulations. You’ve officially written too well to be considered human. ‘too well-groomed to be trustworthy.’ ‘too well-groomed to be trustworthy.’ you’re no longer a writer, you’re a suspect. You’ve officially written too well to be considered human. I got that line — ‘This looks like AI’ — the day after I published a piece I’d laboured over for nearly a week. Not AI-labour, mind you. The real kind. Three separate sittings. Two nights of caffeine-induced insomnia. One full existential spiral where I questioned every career decision I’ve ever made. The usual ritual of write-delete-rewrite-delete-restore. The kind of process that only humans put themselves through voluntarily. Not AI-labour, mind you. The real kind. write-delete-rewrite-delete-restore. only humans put themselves through voluntarily. only humans put themselves through voluntarily And what gave me away? Not the topic. Not the structure. Not even a suspiciously large word count. No — it was a dash!!! A grammatically correct, rhythmically satisfying, totally innocent em dash. That’s the digital age’s scarlet letter now. A dash means you’re hiding something. A dash means you’ve been… prompting. it was a dash!!! A grammatically correct, rhythmically satisfying, totally innocent em dash. prompting. prompting Honestly, if it weren’t so tragic, I’d frame the comment and hang it in my writing cave. We spent years being told to write better. ‘Tighten your arguments.’ ‘Find your voice.’ ‘Don’t waffle.’ ‘Be sharp, but don’t sound like corporate mush’ And now, we’re being side-eyed for following the rules. As if clarity is suspicious. As if tone is manipulative. As if you can’t possibly be articulate unless you’ve outsourced your personality to a language model. ‘Tighten your arguments.’ ‘Find your voice.’ ‘Don’t waffle.’ ‘Be sharp, but don’t sound like corporate mush’ clarity is suspicious. tone is manipulative. you can’t possibly be articulate unless you’ve outsourced your personality to a language model. unless When I wrote AI Essential: How Algorithms Are Changing Our Daily Lives, I tried to map out some of these ethical weirdnesses. I expected people to wrestle with big questions — jobs, bias, identity. I genuinely didn’t expect to spend part of my career explaining to strangers on the internet that punctuation isn’t a confession of algorithmic guilt. That using an em dash doesn’t mean I’ve been whispering to ChatGPT at 3 am in some back alley of prompt engineering. And no — I’m not about to launch into a masterclass on the difference between a hyphen and an em dash. They’re not the same. They never were. That long, elegant line? It’s not a signature of artificial intelligence. It’s a sign that someone — quite possibly a real, living human — knows how to write. And we’ve been doing that, believe it or not, long before OpenAI fine-tuned anything. AI Essential: How Algorithms Are Changing Our Daily Lives punctuation isn’t a confession of algorithmic guilt. They never were. It’s not a signature of artificial intelligence. It’s a sign that someone — quite possibly a real, living human — knows how to write. But here we are. Welcome to 2025 — where writing well is starting to look like a confession. Welcome to 2025 The Erosion of Trust: When Intelligence Sounds Inauthentic The Erosion of Trust: When Intelligence Sounds Inauthentic The irony is almost too perfect, isn’t it? The irony is almost too perfect, isn’t it? For years, we begged people to write better online. ‘Stop sounding like a template.’ ‘Don’t be boring.’ ‘Please, for the love of language, stop using words like ‘synergy’ unironically.’ We cheered for personality. We demanded clarity. We high-fived anyone who could land a punchy sentence without sounding like a LinkedIn robot. We cheered for personality. We demanded clarity. And then — just as we started making progress — along came the machines. Machines that could write with rhythm, with tone, with just enough soul to pass for something you might’ve written after your second coffee but before the burnout kicked in. along came the machines. And now? Now, when someone writes clearly, we flinch. If a paragraph flows too well, if a sentence lands too precisely, if a thought unfolds with any sense of structure… it must be AI. We squint at elegant syntax like it’s a forged signature. Heaven forbid you use a semicolon. That’s practically a confession. Now, when someone writes clearly, we flinch. We squint at elegant syntax like it’s a forged signature. Somewhere along the way, we flipped the table. It’s no longer ‘write like a human’ — it’s ‘write like a human who’s just a little bit confused.’ There’s even a name for this cultural malfunction — credibility inversion. Sounds smart, right? The better you sound, the more likely people are to assume you cheated. Welcome to the golden age of accidental fraudulence. we flipped the table. who’s just a little bit confused credibility inversion. credibility inversion The better you sound, the more likely people are to assume you cheated. And here’s where it stops being funny. In the real world — the one with CVs and pitch decks and thought leadership panels — writing isn’t just a communication tool. It’s proof of competence. It’s part of how we’re judged. And if clean is now considered suspicious… then what, exactly, are the rest of us supposed to do? writing isn’t just a communication tool. It’s proof of competence. Start misspelling words to reclaim our humanity? Start misspelling words to reclaim our humanity? Sprinkle in the occasional ‘um’ to sound more organic? Sprinkle in the occasional ‘um’ to sound more organic? It’s not just writers who are caught in this. Founders. Strategists. Brand consultants. Digital creators. Anyone who dares to sound confident in a sentence now risks being side-eyed for having ‘too clean a tone.’ And let’s be honest: the worst part isn’t the accusation — it’s the doubt that follows. Because suddenly you’re wondering if maybe they’re right. Maybe you did sound too polished. Maybe next time you should try sounding… a little more mediocre. Just in case. Anyone who dares to sound confident in a sentence now risks being side-eyed for having ‘too clean a tone.’ worst part isn’t the accusation — it’s the doubt that follows. Maybe next time you should try sounding… a little more mediocre. Just in case. The Branding Crisis: When Personal Voice Stops Being Believable The Branding Crisis: When Personal Voice Stops Being Believable I’ve spent the better part of my career helping people — and brands — find their voice. You know, that elusive thing we call tone. The rhythm in how you argue a point. The timing of your sarcasm. The difference between ‘Yes, fine.’ and ‘Fine — yes.’ That little edge that makes a sentence feel like you, not like it was pulled from a style guide or copied from someone else’s About page. tone. tone you In the analogue world, we called that personality. Online, we called it branding. Now? We call it ‘suspiciously fluent.’ personality. branding. ‘suspiciously fluent.’ Because here’s the plot twist no one warned us about: the more refined your voice becomes, the more people assume you’ve outsourced it to a bot. That clarity you worked years to build? That sharpness, that structure? That’s just what the algorithm sounds like now. Congratulations — you’ve achieved the tone of an emotionally stable transformer. the more people assume you’ve outsourced it to a bot. That’s just what the algorithm sounds like now. you’ve achieved the tone of an emotionally stable transformer. What we’re dealing with is the new plagiarism, not the old-school Ctrl+C kind, but something weirder. You’re not being accused of stealing someone else’s work — you’re being accused of letting AI think for you. It’s brilliant, really. Sound smart? Must be ChatGPT. Sounds too relaxed? Amateur. Try something original? Well, AI can do that now, too. Good luck. new plagiarism, You’re not being accused of stealing someone else’s work — you’re being accused of letting AI think for you. letting AI think for you Sound smart? Must be ChatGPT. I’ve seen people retract their posts just because someone commented, ‘This doesn’t sound like you.’ As if voice were a static thing, frozen in 2017 and never allowed to evolve. As if you’re not allowed to be articulate without it raising a red flag. ‘This doesn’t sound like you.’ voice were a static thing, As if you’re not allowed to be articulate without it raising a red flag. And the worst bit? People are adapting. Tailoring their writing to sound ‘more human,’ which now apparently means: unsure, inconsistent, and mildly clumsy. Not because they are, but because it’s the only way to convince readers they didn’t use a tool. People are adapting. unsure, inconsistent, and mildly clumsy. Think about that. We’ve built a culture where clarity equals suspicion. Where the more effort you put into expressing yourself — fully, unapologetically — the more people assume it wasn’t you at all. We’ve built a culture where clarity equals suspicion the more people assume it wasn’t you at all. So what do we do? Start misspelling our names? Leave in broken grammar as proof of humanity? Type like we’re texting under the table during a meeting? It’s not just a writing problem — it’s an identity problem. Because if your best work no longer sounds like you… it’s an identity problem. best What does that make you sound like? What does that make you sound like? Whose Voice Is It Anyway? Identity, AI, and the Fight to Stay Credible Whose Voice Is It Anyway? Identity, AI, and the Fight to Stay Credible There was a time — and not even that long ago — when sounding intelligent, insightful, or just vaguely like you’d read a book at some point in your life was an advantage. It opened doors. It built trust. It suggested you might, occasionally, have something worth listening to. But those days are gone. Now, machines can sound clever too. They can write op-eds, win poetry contests, craft the perfect apology email — all without having a single opinion, emotion, or ounce of skin in the game. There was a time — and not even that long ago — when sounding intelligent, insightful, or just vaguely like you’d read a book at some point in your life was an advantage. They can write op-eds, win poetry contests, craft the perfect apology email — all without having a single opinion, emotion, or ounce of skin in the game. Which brings us to the current cultural moment: the one where we no longer question what was written, but who has the right to write it. If a strategist sounds too strategic, people raise an eyebrow. If a refugee writes eloquently in their second language, it’s met with quiet suspicion. If a young woman sounds too confident online, someone eventually drops the dreaded: ‘Did you write this… or did you use something?’ we no longer question what was written, but who has the right to write it. what who has the right to write it ‘Did you write this… or did you use something?’ It’s no longer about the content. It’s about whether you’re believable as its source. And credibility? That’s no longer something you build — it’s something you have to constantly defend. Defend from systems that can fake it with ease. And from audiences so used to polished fakery, they don’t recognise the real thing when it’s right in front of them. It’s no longer about the content. It’s about whether you’re believable as its source. as its source I’ve lived this more times than I’d care to admit. One moment it’s, ‘You write beautifully.’ The next, ‘Well, yeah, but you’ve got ChatGPT, right?’ As if using a tool invalidates the thinking behind the sentence. As if articulation is no longer a human skill but a service you subscribe to. As if writing a paragraph without robotic help is now a performance art. One moment it’s, ‘You write beautifully.’ The next, ‘Well, yeah, but you’ve got ChatGPT, right?’ ‘You write beautifully.’ ‘Well, yeah, but you’ve got ChatGPT, right?’ As if writing a paragraph without robotic help is now a performance art. And what’s being questioned isn’t just your method — it’s your mind. Your capacity to form thoughts. Your ownership over expression. Your right to say, ‘I made this.’ The doubt doesn’t stop at the sentence — it sinks into the person behind it. mind The doubt doesn’t stop at the sentence — it sinks into the person behind it. When I wrote my book, I didn’t realise just how personal this shift would feel. I thought we’d lose trust in media, in filters, in deepfakes. I didn’t expect we’d start looking at actual, living human creators — writers, designers, thinkers — and think: this is too good to be real. my book my book this is too good to be real. And here we are. Reading every paragraph sideways. Listening to voice notes and asking if they’re real. Watching everything that’s been crafted with care and wondering: was this made… or generated? was this made… or generated? So now, we’re stuck with a quietly devastating question — the kind that doesn’t make good TED Talk slogans or LinkedIn think pieces: we’re stuck with a quietly devastating question — If your voice can be mimicked, dismissed, and algorithmically repackaged — is it still yours? If your voice can be mimicked, dismissed, and algorithmically repackaged — is it still yours? And if the world no longer believes you’re the author of your thoughts… And if the world no longer believes you’re the author of your thoughts… Who do they think you are? Who do they think you are? Why Writing Still Matters — Even When No One Believes You Why Writing Still Matters — Even When No One Believes You Maybe that’s the part no one warns you about during a technological revolution. It’s not just the algorithms that change — it’s your relationship with your voice. You start second-guessing yourself. You hesitate before publishing something that sounds too finished, too rhythmic, too… suspiciously well-formed. You scan your paragraphs like a forensic linguist. You don’t just ask ‘Is this clear?’ — you ask ‘Is this too clear?’ It’s not just the algorithms that change — it’s your relationship with your voice. But here’s what I’ve realised — slowly, with gritted teeth and the occasional dark laugh. The point of writing was never to prove we’re slightly clumsier than a chatbot. It wasn’t to tone ourselves down into lowercase authenticity, or to apologise for having a decent grasp of syntax. It was to say something that meant something. The point of writing was never to prove we’re slightly clumsier than a chatbot. To put thought into language in a way that resonates not because it’s flawless, but because it’s felt. Because it has rhythm. Because it carries the fingerprints of a human life — flawed, sharp, tired, honest. A sentence that sticks not because a model generated it, but because a human meant it. Because it carries the fingerprints of a human life — flawed, sharp, tired, honest. So no, I’m not writing to prove I’m not a machine. I’m writing because I am not a machine. And because somewhere, someone is reading this and thinking: finally — this sounds like me. Maybe that’s the only test we have left: not whether something could have been generated, but whether it feels like it could have only come from you. So no, I’m not writing to prove I’m not a machine. I’m writing because I am not a machine. So go ahead — use dashes, semicolons, full stops. Be precise. Be sharp. Be articulate. And when someone squints at your sentence and says, ‘This looks like AI…’ just smile — and say: ‘No. This looks like me.’ And next time you’re tempted to replace that long em dash with a safe little hyphen — ask yourself: are you writing for comfort, or truth? Because maybe, just maybe, that suspicious-looking dash isn’t the sign of AI. Maybe it’s a sign of you. ask yourself: are you writing for comfort, or truth? that suspicious-looking dash isn’t the sign of AI. Maybe it’s a sign of you.

When Every Dash Is AI: Why Good Writing Now Feels Illegal

Wanneer Elke Dash AI is: Hoekom Goeie Skryf nou onwettig voel

Cuando todo Dash es AI: Por qué la buena escritura ahora se siente ilegal

Amikor minden Dash AI: Miért jó írás most illegálisnak érzi magát

Երբ ամեն Dash- ը AI-ն է: Ինչու լավ գրառումը այժմ զգում է անգլերեն

როდესაც ყველა Dash არის AI: რატომ კარგი შეტყობინება ახლა გრძნობს უარყოფითი

Kad katrs Dash ir AI: kāpēc labs rakstīšana tagad jūtas nelikumīga

Wanneer elke Dash AI is: waarom goed schrijven nu illegaal lijkt

کله چې هر Dash AI دی: چرا ښه لیکنه اوس غیرقانوني احساس کوي

เมื่อทุก Dash เป็น AI: ทําไมการเขียนที่ดีตอนนี้รู้สึกผิดกฎหมาย

Her Dash AI Olduğunda: İyi Yazma Neden Artık Yasadışı Hissetiyor

The legendary phenomenon of hair Value propositions. Get this right and your product is off to a great start. Naturally, it’s not easy to do but before you tear your hair out over it, pause for a moment. The ultimate answer might literally be sticking out! Yes, this post is about that ultimate product — hair. It’s natural, ubiquitous and has economics eating out of its hand. Hair offers a fascinating lens through which to explore timeless product principles. Let’s dive into the tangled world of hair and uncover its secrets to product design mastery. Naturally unnatural Hair is a protein filament (mostly keratin) that grows from skin follicles. Hair is natural. Everyone has hair, in various parts of their body. It grows continually and importantly, can be cut relatively painlessly. Head hair of course can also be styled in various fashion. protein filament follicles In Jobs To Be Done parlance, hair has a functional, social and emotional dimensions. It’s a sensory interface and plays a part in thermal regulation. It’s emotional and social dimensions however are much more significant. Hair is a big part of our appearance and grooming. Having hair, or not, significantly alters our appearance, and, others perception of us. In the game of first impressions, hair can be a crowning glory or arch nemesis. Staying at a societal level, hair is also involved in several cultural and religious rituals and prescriptions. Jobs To Be Done Already we can detect 3 aspects of great value: Abundant supply
Easy harvesting
Delivering across functional, social and emotional dimensions Abundant supply Easy harvesting Delivering across functional, social and emotional dimensions While impressive, these attributes are relatively prosaic compared to what makes hair the blockbuster, G.O.A.T. product: Perpetual dissatisfaction. Perpetual dissatisfaction. We are simply never satisfied with hair. It can always be longer, heavier, shinier, straighter whatever. More importantly, hair is usually in places where you don’t want it, and usually not in places where you want it! 😧 Notice, I’ve used the term want* not need. In nature, nothing is ever superfluous. We have hair where we need them. The question is if we have hair where we want them! need Take men for example. They shave facial hair but their head starts to resemble a shiny bowling ball, they scramble for baldness remedies. Hair wields significant social and emotional power. A clean shave can make a man look sharp and dapper, while a thinning crown often leads to a frown. If the situation was reversed — head hair grew forever, but facial hair could disappear over time, there likely wouldn’t be many complaints. Women will most likely have similar concerns. Men or women, one thing is clear: hair desirability is effectively a crusade against natural forces. We are continually going against the natural flow. hair desirability is effectively a crusade against natural forces. Perpetual dissatisfaction and desire. Desire of course is an unquenchable thirst. This means that the demand for the product (hair) is eternal, undying. Globally, the haircare industry is worth $100 billion. Although it’s a large amount, it most likely undervalues the vast latent ecosystem surrounding haircare. unquenchable industry Circular Business Introduction. Growth. Maturity. Decline. This is the lifecycle of most products. Great products, and those that provide enduring value, eschew this linear lifecycle and aim for circular flow. Today we talk about the circular economy, a model of production and consumption that keeps a product in the make-use-reuse cycle as long as possible before sustainable disposal (and ideally regeneration). circular economy Hair is used in many products. Wigs are obvious destinations (technically a value-add product). Indeed, human hair is also to soak up oil spills. Besides, being a biological (by)product, hair, in its natural form, is also biodegradable. Of course this is just human hair we’re talking about. There’s also animal hair, a cognate product that humans have a long history of putting to good use. human hair Three other attributes identified: Mutable. Reusable. Recyclable. Mutable. Reusable. Recyclable. Attributes Examining hair from both a product and value standpoint can uncover the lasting qualities of iconic products: Have abundant supply
Are easy to harvest
Add value across functional, social and emotional dimensions
Inspire perpetual dissatisfaction
Re-purposable
Reusable, Recyclable Have abundant supply H Are easy to harvest A Add value across functional, social and emotional dimensions A Inspire perpetual dissatisfaction I Re-purposable R Reusable, Recyclable R Entirely co-incidentally (really!), these attributes conveniently form the acronym HAAIRR. HAAIRR Hair is an amazing product. The only thing that comes close is probably oil. Petroleum has 6000 byproducts, and without it our life would not be imaginable. The key difference of course is that it’s a non-renewable source, whose use has considerable ecological ill-effects. Hair provides a masterclass in creating enduring value propositions. Product managers will do well to emulate these (HAAIRR) attributes into their designs. They won’t get all of them. Hair is the unsurpassable G.O.A.T. product for a reason. But at least, they will know what utopia looks like and where the North Star is. Product managers will do well to emulate these (HAAIRR) attributes into their designs.

Bad Hair Day? Not for Product Managers

Bad Hair Day? nie vir produkbestuurders nie

খারাপ চুলের দিন? পণ্য পরিচালকদের জন্য নয়

Dårlig hårdag? ikke for produktledere

¿Día del cabello malo? no para los gerentes de productos

Tidak untuk manajer produk

プロダクトマネージャーのための「Bad Hair Day」

ថ្ងៃកាត់បន្ថយ? មិនសម្រាប់អ្នកគ្រប់គ្រងផលិតផល

Blogų plaukų diena? ne produktų vadybininkams

Dia do Cabelo ruim?Não para gerentes de produtos

Ziua părului rău? Nu pentru managerii de produse

Zlý deň vlasov? nie pre produktových manažérov

Kötü Saçlar Günü? Ürün Yöneticileri için Değil

Trevor Koverko’s journey began on the ice. In 2005, he was drafted by the NHL’s New York Rangers—an early milestone that reflected his discipline, grit, and high-performance mindset. But everything changed in 2011. Trevor Koverko’s Trevor Koverko’s While driving on Toronto’s 401 highway to a business meeting, Trevor was involved in a devastating car accident with a transport truck. He was airlifted to Hamilton Health Sciences Centre with a brain hemorrhage, contusions, lacerations, and severe trauma to his parietal lobe. He remained in a coma for days and faced temporary paralysis on his left side. It could have ended there. But as Trevor describes it, even a catastrophic brain injury and going through it all, somehow “became a blessing in disguise,” and if you can survive that, you’ve got “nothing to lose.” So, while his sports career may have come to an end well before its time, he didn’t let that keep him down; instead, he focused on what's next. Taking up all his passion, hard work, and determination and putting them into his work, Trevor reinvented himself in the tech world, quickly becoming a pioneer at the intersection of crypto, blockchain, and AI. His path was far from smooth. His first startup failed—an experience he embraced as part of the learning curve. But Trevor was prepared for that as he stated in an interview several years ago, “Bake failure into your algorithm in advance… It’s how you learn.” stated stated And while his second creation did get acquired by a private equity fund, it wasn’t until Polymath that he really experienced the joy of success. Polymath is a real-world asset tokenization platform that raised $65 million for its grand ambitions. While today everyone from BlackRock, Franklin Templeton, Fidelity, to JPMorgan wants in on this tokenization trend projected to be worth multi-trillion dollars, back in 2017 when Polymath was launched, it was one of the first security token projects that recognized the massive potential of RWA tokenization early on. At its peak, it had a run rate of eight-figure revenue while its token was among the top 50 coins with a $1 billion market cap. Then over the years, Trevor helped co-found and incubate L1 Polymesh, a public Web3 investment firm, Tokens.com, DeFi Technologies, Matador, and others. His latest project, however, may be the most ambitious and distinguished of them all. Sapien is a decentralized data marketplace designed to fuel AI training through expert human labeling. With 80,000 contributors in over 165 countries and 30+ languages, Sapien provides trusted training data to clients like Alibaba, Amazon, Toyota, Lenovo, Midjourney, and top universities. Sapien Sapien With its decentralized data foundry, Sapien aims to ensure that humans are at the core of the AI mania, driving transformation across industries. Notably, the platform allows anyone from anywhere in the world to contribute to AI development right through their phones and, in exchange for that, earn rewards. This way, humans from all walks of life help train cutting-edge AI models for real-world impact, ensuring that the future of AI is driven by humans in a completely transparent manner. Beyond building, Trevor invests actively in next-gen platforms like Ethereum, EigenLayer, EtherFi, SEI, and Ritual, while supporting causes such as Africa Inland Mission and Brynn Children’s Home. He also mentors fellow brain injury survivors, sharing hard-won wisdom from a life lived at full intensity. From the NHL draft to AI innovation, Trevor’s story is about resilience, reinvention, and relentless forward motion.

Trevor Koverko: From Athlete to AI Data Entrepreneur

MCP Demystified: What Actually Goes Over the Wire??

MCP demystified: nə həqiqətən işıq üzərinə gedir??

MCP Demystified: Hvad går egentlig over ledningen??

MCP Demystified: ¿Qué es lo que realmente pasa por encima del cable??

MCP démystifié: Qu'est-ce qui va vraiment au-dessus du fil??

MCP demystified: Ki sa ki reyèlman ale sou fil la?

MCP Demystified: Ի՞նչ է իրականում անցնում Wire??

MCP Demystified: What Really Goes Over the Wire?

प्रश्नपत्रमा पनि यस्ताे त्रुटी, अंग्रेजी ट्रान्सलेटले मुर्छा पार्छ !

MCP Demystified: wat gaat eigenlijk over de draad??

MCP Demystified: O que realmente vai sobre o fio??

MCP Demystified: Что на самом деле идет через проволоку?

MCP Demystified: කුමක්ද සැබවින්ම Wire හරහා යන්නේ?

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