Abe Chen outlines key strategies for building a product function from scratch based on his experience as the first Product Manager at Merge. He emphasizes the importance of understanding user needs before relying on any product management frameworks. Early on, he conducted one-on-one interviews with team members to gauge their insights and listened to sales calls, particularly renewal calls, to capture honest customer feedback. This approach helps avoid operating on assumptions and instead fosters decisions grounded in real evidence. Chen advocates for establishing core product principles rather than rigid processes. These principles guide decision-making and allow for quicker actions without needing explicit approvals for every step. For instance, he stresses maintaining high design and usability standards, even for B2B software, which became crucial for the company’s competitive edge. He also emphasizes the importance of speed in execution, urging teams to embrace ownership and document decisions clearly. This contrasts sharply with his previous experiences at Apple, where multiple layers of approval delayed progress. While metrics are often seen as essential for tracking success, Chen advises caution in the early stages of product development. He didn’t focus intensely on metrics during Merge's formative months, instead prioritizing qualitative insights and customer conversations. He believes that in the search for product-market fit, metrics can mislead and create confusion. By trusting instinct and customer feedback, teams can navigate the uncertainty of product development more effectively.