The Biggest Swing of His Life
He risked everything on an unlikely startup
Sep 2, 2026 · 46 min · 14 segments
"How are you going to stay ahead of the competition in a world where two kids can vibe code a clone of your product over a weekend?" Itamar Novick is a solo capitalist and the founder of Recursive…
Itamar NovickGuest
Jeremy AuHost
At that time, obviously, product management obviously was still, I would say, still an emerging field at that time.

Could you share a little bit more about some of the things that, you know, people were learning about product management at that time? Yeah, you know,

when I started with product management, most of development was still happening in what's called a waterfall, right? It wasn't agile.

We would spend a lot of time, ahead of time, building design documents that tried to describe every single feature of the system, every expected result, all the edge cases, just a lot of work and architecting and planning before we even write one line of code.

And suddenly, we were completely changing methodology, doing sprints of two to three weeks.

When I started product management, we were releasing a version every two or three months.

And actually, that's kind of where I started being more on the executive product management side and building product teams.

Just helping my team stay up to speed with everything that was happening on the engineering side because things really change rapidly, especially in the late 2000s, early 2010s.

That's when a lot of the modern methodologies that we know in sort of product engineering came about.

So, yeah, I had to stay humble, stay student always, and continue to learn so I can help empower my team for this next stage of kind of changes with product development.

At that time, obviously, product management obviously was still, I would say, still an emerging field at that time.

Could you share a little bit more about some of the things that, you know, people were learning about product management at that time? Yeah, you know,

when I started with product management, most of development was still happening in what's called a waterfall, right? It wasn't agile.

We would spend a lot of time, ahead of time, building design documents that tried to describe every single feature of the system, every expected result, all the edge cases, just a lot of work and architecting and planning before we even write one line of code.

And suddenly, we were completely changing methodology, doing sprints of two to three weeks.

When I started product management, we were releasing a version every two or three months.

And actually, that's kind of where I started being more on the executive product management side and building product teams.

Just helping my team stay up to speed with everything that was happening on the engineering side because things really change rapidly, especially in the late 2000s, early 2010s.

That's when a lot of the modern methodologies that we know in sort of product engineering came about.

So, yeah, I had to stay humble, stay student always, and continue to learn so I can help empower my team for this next stage of kind of changes with product development.
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