Orbit - An Hg software leadership podcast
Aug 13, 2026 · 28 min · 13 segments
Published in a week when Lovable's valuation doubled to $13.3 billion, up from $6.6 billion in December, this episode presents Ryan Meadows story of joining Lovable as a customer before becoming its…
Ryan MeadowsGuest
Tim HarrisonHost
One of the things you mentioned at lunch was how it is to build without baggage, and I thought the, the first bit that, um, was, was fascinating is that journey of how, uh, engineering has worked at Lovable and product and its inception there.
Um, you know, for, so, so our product's been out for about 18 months now and, uh, for the first 13 months we did not have a product organization.
And, a- and that sort of is the ethos behind Lovable, which is, you know, we're shipping 20 times a day.
There's, uh, a feedback channel internally where everyone is expected to use the product and give feedback, and I, I've posted in there and 15 minutes later been told, "Done." Um, it's shipped.
And so, uh, w- like we believe in getting engineering and really everybody in the company as close to the customer as possible.
Now, I think as we've grown, we've also had to bring some maturity of, gosh, when you're trying to serve multiple markets, multiple regions, different ICPs, um- And you're trying to explore maybe some new frontiers that it- it's really helpful to have a product organization that can organize that and, and make the right bets.
the discipline or the maturity," as you said, that we had there? What, what's been the hardest bit of that transition?
And so you can build things the way you want to build things, but, uh, and that's beautiful when you think about first principles.
There's also a time, uh, or there's moments that keep me up at night of, um, do we really wanna solve this with first principles thinking?
One of the things you mentioned at lunch was how it is to build without baggage, and I thought the, the first bit that, um, was, was fascinating is that journey of how, uh, engineering has worked at Lovable and product and its inception there.
Um, you know, for, so, so our product's been out for about 18 months now and, uh, for the first 13 months we did not have a product organization.
And, a- and that sort of is the ethos behind Lovable, which is, you know, we're shipping 20 times a day.
There's, uh, a feedback channel internally where everyone is expected to use the product and give feedback, and I, I've posted in there and 15 minutes later been told, "Done." Um, it's shipped.
And so, uh, w- like we believe in getting engineering and really everybody in the company as close to the customer as possible.
Now, I think as we've grown, we've also had to bring some maturity of, gosh, when you're trying to serve multiple markets, multiple regions, different ICPs, um- And you're trying to explore maybe some new frontiers that it- it's really helpful to have a product organization that can organize that and, and make the right bets.
the discipline or the maturity," as you said, that we had there? What, what's been the hardest bit of that transition?
And so you can build things the way you want to build things, but, uh, and that's beautiful when you think about first principles.
There's also a time, uh, or there's moments that keep me up at night of, um, do we really wanna solve this with first principles thinking?
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