My buddy Brayden is a man of metrics, meetings, and truly menacing height imho

1. “The Product Manager Who Was Too Tall to Fly” Brayden stands at 6'9". His bones ache at the thought of a regional jet. After one particularly gruesome flight wedged into a CRJ-200, knees in his throat, he emerged limping, muttering “this is no way to scale a roadmap.”

So he did what Product Managers do: he reframed the problem.

First, he began coordinating flight selections on projects like he would feature prioritization: key stakeholders, trade-offs, impact. Only E175s or A220s. Then he hacked together a Notion doc that cross-referenced airline seat pitch data with airports served by his preferred fleet. He called it the Minimum Viable Cabin.

But the real innovation? He started inserting “travel constraints” into his PRDs.

“This sprint requires on-site workshops, but flights must conform to the following: aircraft model with >32” pitch; seat 1A, 2A, or exit row; no middle seats.”

At first, the team thought it was a joke. Until one sprint, Brayden simply did not fly.

“We’ve entered the era of height-first development,” he told them.

They never doubted him again.

2. “The Meeting Rescheduler” It started with a simple Slack:

“Hey Brayden can we push our sync to next week?”

That was Monday.

By Friday, Brayden had rescheduled twelve meetings sixteen times. Sometimes forward, sometimes backward, sometimes merging two into one Frankenstein block that neither party remembered agreeing to.

At one point, he created a recurring meeting called “Backlog Backlog Backlog” which existed solely to absorb overflow syncs that had themselves been rescheduled out of existence.

“It’s a recursive problem,” he explained. “Meetings beget more meetings. We don’t need a roadmap — we need version control.”

He kept a spreadsheet of the reschedulings. The final tab had a Gantt chart labeled Meetpocalypse.

One Engineer snapped:

“You’ve created a time-loop. I met with you yesterday, today, and I’m scheduled again in 10 minutes.”

Brayden nodded.

“That’s not a bug. That’s stakeholder alignment.”

3. “The Treatment” There’s a certain breed of engineer who refuses to build what’s asked.

They’ll say:

“That’s not technically feasible in this sprint.” “We need to investigate edge cases.” “What you’re asking violates three laws of thermodynamics.”

That’s when Brayden gives them The Treatment.

He doesn’t yell. He doesn’t threaten. He just… stands up.

All 6'9" of him. Slowly. Looming. The room shifts. The fluorescent lights glint off his brow. He stares — not at them, but just above them, as if calculating which drywall he’d crash through first in a fire.

And then, quietly:

“The VP is counting on this. Should I let her know that… we’re blocked?”

Silence. A gulp. A click of Jira.

“We’ll get something together.”

They always do.

One engineer described the experience in a postmortem:

“It was like being pressured by a giraffe-sized conscience. Not aggressive. Just… existential.”

Brayden simply shrugged.

“It’s about posture. Both literal and organizational.”

My first thought at all this is wow. Just..... wow. Discuss.

(http://www.autoadmit.com/thread.php?thread_id=5744104&forum_id=2#49056094)