Yesterday I was on a call with a potential business partner for Lijit. With me on the call was one of our product people.

We were going down a specific path with this partner, who on the call threw us a bit of a monkey wrench. It happens. Its the internet.

Our product guy sends out an email after the call that basically indicates that the project is now dead. At the same time, I draft an email to the business partner about ways that we can potentially still work together even with the major change to the business strategy.

So who was right? The product guy for answering the question “Can it be done?” or me for answering the question “How can it be done?”

The truth is we both are correct. It needs to be determined if there is a solution to the problem, but also a need to understand the brain damage that solution might cause.

Organizations that understand this fundamental reality (product cares about the feasibility of projects, while business development cares about the potential of projects) create a positive work environment where idea flourish and projects actually complete.

Right around when I first started at Lijit, Todd Vernon wrote a post about the roles of a CTO and a VP of Engineering. Initially, I was taken aback by this section:

Another way to look at it, the CXO team should all be thinking of the next way to upset the world.  The VP’s and their Directors should be huddling on how to deliver the crazy ass stuff the CXO team is thinking of.  Of course, everyone wears a little of both hats, but in my mind that’s the focus.

After all, I had just come off of selling my company, and saw myself as someone who’s purpose in life was to “think of the next way to upset the world.” Yet, I was taking on the VP of Business Development role, which was a “by design” decision. (My focus was on learning more about how a venture backed company worked and surrounding myself with experienced rock stars like Lijit’s board and management team.)

But the question that loomed was could I do what I do best in a role that is defined by “the delivering crazy ass stuff the CXO team is thinking of”? Isnt that the role of the product team? Frankly, I was worried.

And for a year, that worry never completely subsided. Dont get me wrong, we landed big publishers, launched strong product upgrades and created great partnerships. Dont believe me? We are currently approximately 50%-ish ahead on our goals (which were scary high to start with). Clearly, we are doing something right.

Because of our successes, I never bought into the need for a dedicated product team. I didnt want a group who primary function was to tell me no. Who’s role was to determine FEASIBILITY not POSSIBILITY. To ask “Can it be done?” Not “HOW can it be done?”

Then we hired Greg Keller. Greg is a seasoned product manager and a solid blogger. He rides a bike (ok, he is a cyclist), but most importantly, understands the proper intersection of product and business development.

Over the past several weeks, the product team has expanded (and contracted a bit) to take ownership of our three products: The website (and search results), the widget and our ad network. In each case, the product path has become more clear, the important (and missing) elements have come to light, and the spots where I can make the most impact for Lijit.

What this has taught me is that if I were to build a company, I would look past the current constructs of position titles to understanding the true functions:

CEO – final decision maker; vision builder (“What do we want to be?”)

Operations – operationally focused; makes the business run (“How can we make that a reality?”)

BD – Lives outside reality, thinks about what is possible. (“What is possible?”)

Product – Lives in feasibility; thinks about how to make things reality (“What is feasible?”)

Engineering – Focused on making. They are the builders. (“Can we do it?”)

(Yes, I dont talk about sales. Sales is a very mechanical function, even though it is very necessary).

Can a small company share these responsibilities? Yes.

But, damn, its nice to have area experts.

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