“Empower your team to try new ideas; they are the experts in their field.“ an interview with Max Weltz, CEO Wehype

The interview with Max Weltz, CEO Wehype

Product development teams thrive under the leadership of Max Weltz, a dynamic product manager with a passion for innovation. With a decade of experience in B2B telecom, CRM/ERP, and B2C gaming, Max combines technical expertise and industry insight to drive success.

In an interview with Max, CEO of Wehype, we explored his insights on encouraging team innovation. Max, who is currently working on a data platform for PC and console games, is a strong supporter of his team. He shared his key strategies for developing a clever product development approach. He demonstrates how to communicate effectively with people, what to say to them, and how to help them be productive and excel in their roles. Follow this article to explore more about team dynamics, AI intelligence in software development, and intriguing perspectives from a CEO.

Can you tell us a bit about your journey in the tech industry and what led you to your current role?

Max: I started my career in the telecom B2B industry as a tech sales specialist. It rapidly led me to a product ownership role on the company’s management software platform. I eventually got the chance to apply my tech sales skills in the gaming industry, and since then I have been owning tech and game products at gaming companies of various sizes.

In your opinion, what leadership qualities do you think are most critical to driving innovation within a digital-first organization?

Max: As a leader, your team might not be used to being allowed to innovate. They might have repeatedly received tickets from higher-ups or faced micro-management. The first step towards innovation is to empower your team. Allow them to experiment with new ideas or find fresh approaches to existing ones.  

Remind your team that they are the experts in their field and that the organization trusts they are the ones best placed to deliver value. And hopefully, that is actually true. Without trust, innovation and success will not happen.

What are some of the biggest challenges you’ve faced in your role, and how have you addressed them?

Max: Early on, in the competitive telecom B2B market, I observed that our customers (large telecom operators) came to us with a rather firm vision for what they expected from our product, a vision  that came from presentations they had from our competition. That’s when I first realized you’re selling not just a service but a vision. While others can easily replace your service, they can’t replace your vision. An organization that can’t clearly articulate its vision is destined to fail, both internally and externally. Technology is replaceable, but a deep understanding of your customers and their needs is not. Convincing an organization that it lacks a vision, or one they can leverage, is challenging. It often requires extensive effort to guide stakeholders to this realization. But once you get there, it will unlock the next level for your organization.

What core values guide your decision-making process as a tech leader?

Max: Empathy for the customer’s needs and pain points is crucial. It’s also important to understand the team’s consistent efforts to deliver value. Additionally, recognizing the stakeholders’ need for regular updates, education, and consideration is essential. It is a delicate balancing act.

Looking at the tech landscape today, what trends do you believe are most important for tech leaders to pay attention to?

Max: On the technical front, AI stands out. Whether as a tool to enhance your team’s service delivery or as the core of your services, AI will make a significant impact. Although many ideas are still emerging, the constant investment in AI suggests that we’ll see promising breakthroughs. As a tool, AI can solve real problems, not entirely, but enough to free up your team’s time and energy for more critical and complex issues.

On the leadership side, work-life balance is becoming increasingly important, especially in discussions about remote, hybrid, or in-office work, and the four-day work week. Sticking to outdated models can be counterproductive. It limits your access to talent and fails to treat that talent well. Organizations that don’t modernize may miss out on win-win situations by not addressing these topics with a contemporary perspective.

How do you balance quick wins with long-term innovation in product development?

Max:  Carefully, of course! Your organization likely wasn’t given a blank check to innovate freely, so you need to consistently deliver value rather than taking wild risks. Achieve this by balancing high-visibility, high-value work with innovation that aligns closely with your product and fundamental breakthroughs. These larger innovations may require multiple attempts but could eventually surpass the competition. The challenge lies in justifying long-term innovation efforts by delivering tangible results in the short to medium term.

What key factors do you consider when planning to scale your tech team to match company growth?

Max: A key consideration to have in mind is to start bringing different profiles into the team. Do not just add more developers of a similar profile of your existing team. Bring frontend developers, data analysts, UX experts, QA specialists, juniors, seniors, etc. Look for activities closely connected to your team’s core strengths. Involve individuals who have these strengths as their core focus. Ensure everyone can concentrate on their primary skills. If an activity doesn’t align with your team’s core functions or is a one-off effort, consider outsourcing it. This approach can help your team stay focused and efficient.

How do you design products and features that align with customer needs and advance company goals?

Max: That’s the easy part! Know your customers. And know your company’s vision. Find your customers, listen to them, ask them questions, and find out their needs, pain points, and motivations. Identify where customer needs align with your company’s vision and face minimal competition, then build a standout experience around that unique vision.