Build What’s Next: Digital Product Perspectives
Aug 11, 2026 · 1 hr 2 min · 10 segments
**Code is getting easier to produce, but the cost of building the wrong thing is about to get louder. Jason Rome sits down with Cory Voglesonger, Chief Product and Technology Officer at Aaron's, to…
Jason RomeHost
Cory VogelsongerGuest
And that's one of the problems that I see is a lot of organizations, they still hadn't quite figured out what type of seat they wanted to give product and engineering at the table for leadership.
Now, SaaS companies are one thing, right? Because the product is what you're selling.
But even some of those companies, you're hiding a product team behind a business strategy team, potentially.
But there's been so much work to do that, you know, a lot of product organizations became very much, you know, requirements, project manager, BA type roles of, you know, hey, I take them the requirements from the business and I give them the engineers kind of that office space-esque thing.
And it's this new playbook and not that they don't have the capabilities, but they haven't had the permission.
And so that's the only other thing I'd say about urgency is, You can't just put urgency on your people.
You have to figure out what are the things that block their time and cause friction and block flow, and how do we unlock that? Yeah, it's the values
Yeah, and a great example, for AI to work well, you need a strong standardized tool chain and developer golden path, and you need a developer platform because...
That's the stuff that's going to block teams is, hey, I need to know the enterprise standard way of doing this so I don't reinvent the wheel.
And if you don't have that, like, if you have people that have urgency, they're going to be pulling in new tools and new things into the stack that's probably not going to get approved.
And then you have to go pull that out later and you're going to end up with sprawl.
Thinking about how to support that developer experience or product experience, like supporting those folks enables urgency versus forcing destructive creativity where they're solving problems, but you're actually adding to the problem because you haven't been able to make those decisions for teams.
Yeah, you just described the whole continuous delivery and DevOps movement.
And that's why this idea of everything's changed, nothing's changed is so sort of resonant to me.
And that's one of the problems that I see is a lot of organizations, they still hadn't quite figured out what type of seat they wanted to give product and engineering at the table for leadership.
Now, SaaS companies are one thing, right? Because the product is what you're selling.
But even some of those companies, you're hiding a product team behind a business strategy team, potentially.
But there's been so much work to do that, you know, a lot of product organizations became very much, you know, requirements, project manager, BA type roles of, you know, hey, I take them the requirements from the business and I give them the engineers kind of that office space-esque thing.
And it's this new playbook and not that they don't have the capabilities, but they haven't had the permission.
And so that's the only other thing I'd say about urgency is, You can't just put urgency on your people.
You have to figure out what are the things that block their time and cause friction and block flow, and how do we unlock that? Yeah, it's the values
Yeah, and a great example, for AI to work well, you need a strong standardized tool chain and developer golden path, and you need a developer platform because...
That's the stuff that's going to block teams is, hey, I need to know the enterprise standard way of doing this so I don't reinvent the wheel.
And if you don't have that, like, if you have people that have urgency, they're going to be pulling in new tools and new things into the stack that's probably not going to get approved.
And then you have to go pull that out later and you're going to end up with sprawl.
Thinking about how to support that developer experience or product experience, like supporting those folks enables urgency versus forcing destructive creativity where they're solving problems, but you're actually adding to the problem because you haven't been able to make those decisions for teams.
Yeah, you just described the whole continuous delivery and DevOps movement.
And that's why this idea of everything's changed, nothing's changed is so sort of resonant to me.
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