 Thanks for coming everybody. Like I said, I'm going to be constructing this product management course and I'm going to try to, tonight, give a little introduction to myself, sort of answer as many questions about, maybe, product management itself, Tinder, Teching Street, sort of my experience, advice that I can possibly give. So, to a high level, my background is mostly in design. I went to Chapman University, studied business, entrepreneurship, graphic design down there. Really, it didn't have much direction in terms of tech or product management. It was a lot of sort of entrepreneurial habits and hobbies that led me down this path. So, typically also, I like to start off by figuring out who is here. And last time we went through and sort of talked to every single person before we got started, but that's going to be tough. How about like show of hands? Is there anybody here that's currently a product manager and is here tonight? Okay, nice, unique fraction. Anybody in the tech industry right now working on building local products, digital, web, anything like that? Okay, also anybody's, how about just like aspiring products, curious about it, want to learn more about the space and build cool stuff? Probably the vast majority. Cool, anyway, thanks for coming again. Diving right back into the sort of who I am, my background. When I was in college, the first sort of startup I got involved in, it was called Sillaway Bicycles. They're actually still headquartered in the Venice Beach, but it was a couple of friends and I designing bicycles, getting the parts ordered from China, Taiwan overseas, waiting three months for them to send us a sample, seeing how bad this bicycle was, and you know, rinse for pee. Trying to build a really cost-effective, stylish bicycle that we can sell in the flatland areas, like Los Angeles, Orange County, to college students and people who couldn't, you know, drop a lot of money on bicycles. So that, you know, with every iteration got better and better, and with the brand and presence in Venice one day, and I'd say 2012, we actually got some traction. Now they have a store, the new USC student campus building that just went up. I've been less involved now, but they've been able to grow their brand and sell more bikes, more models, and it's been great to see their growth. I basically was also in college working on a couple of different ideas when I was still a student. We were interested in designing performance under apparel for athletes, so talking like boxer briefs, and we were really frustrated by the fact that the underwear that we were using didn't allow mobility, didn't allow us to hold our phones anywhere, most athletic shorts didn't have pockets. So I worked with a couple of buddies again and some people in the fashion district in LA to develop a fabric that made sense for the sort of use case to work on the cut and sell on the actual pairs and actually refine this product in patent, a side pocket that a lot of users to slip their phone in their pocket or surfers their keys when they were going out to the water and securely store that and like have full range of motion and work out more efficiently. So that was another fun side project that I thought was going to take off. I thought that was going to be like my big break, right? But as the product, you never write the first time. And you know, one thing led to the next, worked with a nonprofit called the Cairo Society. Cairo Society brings together entrepreneurs from all around the world for a summit. It was on the New York Stock Exchange for a couple of years. Their summit was also in Laguna I think last year and New York again this year, but they basically needed a brand identity that would bring all these college students together and help them meet and solve Fortune 500 companies big problems. Today, like 50 startups, entrepreneurs and then several other fellows of this Cairo's program would get together and then sponsors like Autodesk, like Johnson Johnson and GE would come in. They're sort of COO, CTOs would come in and ask the big problems that they're trying to solve. Those students would get to work on those problems and through the end of the summit would have some ideas and some prototypes and concepts for them to try out. Sort of an innovative approach for entrepreneurs addressing big tech company problems. Through that, I actually got an offer to design a deck that is a pitch document to race seed financing for a company called Human. Human was going to try to build several things in the beginning, but their main ideal is a smart contacts app integrated with Facebook, LinkedIn, your email calendar, the whole thing to try to give you like one source of truth for everyone you know. Intelligent hard work was done on the device securely so that we couldn't read any of the data. That was a big selling point, but also to do this really cool thing that when you met somebody new, got the phone number or email address and put it into Human, it would show their photo from our database, their current work from LinkedIn that someone might have and say how many mutual friends you might have in common. So we were trying to create these like small real world connections in app and that was definitely the coolest part of Human. A few years into Human, we tried this new product idea, cooking out that one product feature into its own app called Knock Knock, which was a success in a series of failures in itself, but that product got the attention of Tinder when it was trying to build, I'll see what it's called, Tinder Social, their group matching system, and their CEO really liked our team, really liked our CEO and then brought a good portion of us over to help build cool stuff at Tinder. So without any specific goal, without saying like, what's going to become Tinder, we're after the same sort of sort of engineering and technical talent we have and sort of product ideas that we're fighting for, whether or not we have the right implementation, I think we can come back to it later, but that's a great way to get into the tech industry is to see a problem and start designing for it and just try to figure out what really makes this problem huge or what would scratch this itch for users and then just take a stab at it. I'm not going to say that you're going to design the next life saving or Uber, you know, Raya saving project out there and it's not necessarily going to scratch the surface of human history, but one thing leads to the next and in my experience just getting started and doing a lot of practice is how you at least get better at it and start really solving problems which is what I feel like I get the opportunity to do now at Tinder. So about a year and a half ago, I wanted to see April, that's not quite a year and a half, it's a stretch, but I was officially part of the Tinder team and I've been pretty busy since. The first project I worked on with these guys was Integrated Spotify, so I sort of managed that partnership, bring together another big tech company and another great product into Tinder. We really wanted people to be able to meet and share and discover music. I feel like that's a huge thing for people in terms of their own ability to express themselves and of their personality just on its own and also their ability to read other people. Maybe Spotify doesn't, maybe mutual interests in music is a good thing, but non-mutual interest in music is a very bad thing. It's definitely a deal breaker more than a deal breaker, so it's interesting to see how that's used and that partnership is still continuing to grow which is really great to work with a company I've looked up to for so long. Let's see. A couple other projects we began basically allowing users to sign up to Tinder with their phone number rather than Facebook. When we were at Human, one of the number one reviews that was one star on the App Store and the Google Play Store was forcing people to log into Facebook. That is really obnoxious for people as it turns out. Not everybody around the world uses Facebook. In fact, Russia, in fact, I don't even think 1% of the population so if you're considering ways to open up the top of the funnel for users, definitely this is a great thing to consider but furthermore, designing products for everybody, Facebook users, non-Facebook users introduces a lot of challenges so that was something that was a big, big portion of my first year at Tinder. Recently, I've been a little bit more active in a lot of different projects sort of playing a little more dynamical rather than being just the profile and discovery guide but one feature you guys might recognize if you're on Tinder is what we call Tappy and it was the ability to tap on the right and left sides of the card to view photos of that person without even opening a profile. Basically, we recognized users don't open profile that often and while that's really important and we want to make a big, holistic picture of every user, really allow them to tell a great story about themselves. Photos are the sort of number one currency in Tinder. Like if you're not attracted on that level or if you can't communicate your interests or your personality to some degree visually, our attention span these days apparently can't handle like we'll move on so trying to make at least in this first iteration the ability to learn more about somebody a lot easier and there's a lot more coming down that road. Another project that I just launched and have been iterating on is Tinder Gold. The last time we did a Q&A actually was the day that we launched that and then photo viewing UI so that was pretty fun to be back here on the same sort of day we just launched a big update today for our Tinder Gold users but it allows people to see who likes you for an additional fee. You might think that letting people see who likes you in Tinder actually weakens the experience but for users who are looking for something faster who don't have the time and who just want this sort of no nonsense Tinder experience Tinder Gold is exactly that and it allows us to create an umbrella where we can put a lot of new features under that and create value for people who just want a better experience in the dating sphere excuse me so honestly that is in a snapshot a lot of the things that I've done it's been I'd say all together about eight years for me in the sort of product design space but from a parallel to actual hard goods like bicycles to mobile interfaces and stuff I'm kind of dabbling at all and I'd love to help answer some of your questions and give you guys some insight from what I've learned. Anybody want to kick it off? That's your question I think sometimes your product management feels like you know a Monday to Friday or Friday to Friday to Friday to Friday to Friday to Friday where it's all one arc and it all fits nicely into a two weeks brand for example but it really doesn't. I can give you sort of a process over overview if that makes sense basically I think all product managers are responsible for a couple of things the first thing is this sort of like driving the ideation the creativity and helping funnel new ideas problem solving ideas into the pipeline into the product roadmap and that's a lot of brainstorming the front of this is a lot of sort of talking with the different teams and the people around your office on your team out in the real world trying to understand what this problem is. Some companies treat this as an opportunity to like create personas to really hone in on who you're trying to solve the problem for really like interview dig into what these people are experiencing the frictions the different day to day struggles around what you're trying to solve and for us I think it's a bit of that but it's also a bit of our own experience and a feeling in terms of like everything we're trying to build is supposed to be fun lightweight easy to use and ultimately impactful but we really focus at Tinder on the ease of use and the fun aspect of it and that's why you might see that we're willing to try kind of more out there things that don't seem like they're really moving the bottom line all the time it's great to be in a company that really has you know like a revenue goal that they're constantly pushing towards and driving but for us it's a bit more of like the consumer experience as well as revenue trying to create just a great product first and foremost so there's a lot of iteration a lot of testing on that front as a designer I work with a couple other full-time designers and help sort of shape their ideas into low resolution concepts and prototypes. I'll take those prototypes sort of the room meet with our like chief product guy shoot shoot them down you know like sort of see what sticks on the wall and from there sort of evolves through the pipeline does this make sense? Can we test it at a low scale somewhere around the world where we're not going to mess up major markets or like sort of throw everybody off it's not a secret so I'll say like Australia is our favorite testing ground because I mean they're so fun and they're very much like us and the demographics and the social apps they use and the sort of way they communicate through different tech products and stuff so love testing things overseas first before we bring it to sort of major markets and then through that process now I want a week or two my view is kind of as you're working through these things you'll understand where are the sort of the choke points the bottlenecks where users get hung up even if the prototype is like a couple screens that you're using envisioned attack through to understand what works what feels right what's the fastest you can figure out a lot of these things pretty quickly by watching users get into it after that basically once you've got this solid idea this thing that you're confident that you want to roll out to the masses your week starts to look like a lot of chaos it's talking with a lot of different teams at Tinder in terms of the CRM the analytics teams doing a lot of testing love finding and squashing and trying to get it ready for prime time launching and then that's honestly where the real work begins when you kind of rinse and repeat addressing all of the issues that users are facing with your new product addressing your community team that is getting all of these calls and emails about some problem that you've introduced and I mean the cycle repeats itself so that's a week in many different projects not all at the same time but at different stages along the way so hope that helps hang a picture how's the transition to mobile apps because coming from for example me coming from e-commerce and back in CRM platform product manager and you weren't doing mobile apps at the time like when you're first running out how was that transition process? It's rough and how would you get to like being as experienced as you are well the short answer is by doing it but to answer the first question I was probably the worst mobile designer that's ever existed I wish I still had some of these screens and I do but I keep them locked away but you know one thing that I learned pretty quickly when this inexperienced CEO and this inexperienced product designer guy myself got together and started working on Human was that there's sort of a spectrum a couple of spectrums but on one end of this spectrum is familiarity these are things you've already seen these are the native apps on the device experiences that you use every single day and you don't think twice about not because they're great but because they're head simple they're almost utilitarian at this point on the other side of the spectrum is innovation that's like gestures snapchat is one of those apps that actually resembles the initial navigation that we created for Human that we thought it was going to be so cool with your phone if you slid to the left and reveal the keypad where you could dial of course brilliant right I mean as soon as we got into people's hands though it was a disaster like honestly nobody know what they're doing nobody could find anything and what we realized is you don't want to make users work to find out the valuable part of your app you don't want to cause a hang up before they even see that magical like aha moment in the app that really hooked them you want them to focus on that piece and let that be the identifying sort of individual or value add experience snapchat got away with it honestly and I think that putting them on a pistol in terms of UX is dangerous because they're working with a very young demographic that is great with mobile born on mobile but also so willing to tinker and learn and discover new features have you all seen the maps feature on snapchat where you can see your friends I couldn't find it yeah so snapchat created a feature that basically shows you where all your friends are if they share that information and they announced it and rolled it out and I went to go find it and I had to go back to the news that I was lucky enough to catch because I'm you know I'm trying to pay attention here and then figure out how the panel would get to it like they did do educational pop ups and stuff it's like every other user I just want to get those out of my way typically I think I skipped over it like it's interrupting my process so I just swatted it away but like they get lucky or maybe they don't I don't really have the data that their users do figure this out swiping between navigations is not going to be as efficient as a tab bar I'm not saying like you should make things that are utilitarian but there's definitely a spectrum that at some point you guys have to decide if you're building a product and where does yours fit on this whole array because for us building a contact set we were competing against things that were second nature that were so obvious and so fast and it had to be really familiar so I mean through a lot of to answer your second question there's still a lot of practice in testing so just balancing between simple and innovative that's one thing to like to understand when you're designing products the second question was more like how did I get good at it and it's just making a lot of bad things yeah that's going to vary I think every company has its own objectives and at different stages you can sacrifice different things tenders at a point today where we don't need to be worrying about acquiring new users worrying about it like that's the lifeblood of our company is different than wanting to do it because it grows to create better products for more people it's really like the priorities are different along every different stage of the company and depending on what the industry is so I think it takes like a good product manager or a good leader of product whether or not that's the role of a PM maker company is to understand what are the most critical problems that you need to solve but better than a roadmap is like almost I keep this set a lot in our industry focus with which you can really apply to this one thing for example if you solve this problem will it retain these users for the amount of time that you need it to if you solve this problem will it add as many users to keep your product growing a lot of startups and tech products today really require a strong user base to stay alive in the dating space that couldn't be more true there's a reason why there are a thousand called 10,000 dating apps and very few with any sort of degree of success and that's because the community effect is so important and I think another good example is this app HQ Trivia it just came out it allows people to gather on an app in the interface at certain times of the day Pacific time I think 12 o'clock and 6 p.m and everybody knows to use the app right then they notify you they get you together and they create one local sort of trivia experience for everybody in that time zone and that's their way of getting everybody there at once but I'm digressing a little bit I guess the point is like figure out what keeps your product alive and growing and make sure you address those things first because it's easy to get distracted by awesome user experiences it's almost easier to like make something perfect before you make it good in that sense that's way too deep but I think if you understand where I'm coming from yeah that is really important awesome of course what are you designing what are you designing like what's on it I use Sketch almost exclusively when I started it was Photoshop that was a disaster in terms of like a tool that's not really made for this I really wouldn't recommend using Photoshop today even though they've started improving their features for mobile interface design and even web I think Sketch is like born for mobile and even Apple in releasing the iPhone 10 and all of their resources made it for Sketch you'll notice that that's become the industry standard at Tinder is there any like a single individual or department that is the insider when it comes to a new feature I'm sure there's a lot of features on backlog and you'll launch a certain feature at a time but is there any like a single individual who's like an ultimate designer what's your watch I would say I mean yes there is our CEO who's been a very involved in product and he's great his name is Greg Blatt but alongside him is our COO her name is Char and our chief product guy his name is Brian Norgaard and the three of them really along with our head of engineering Maria this is being filmed so I will not forget her name it's not how important she is but the four of them really are the group that says these things we agree are going to move the right needles and this is the order with which we're going to launch these things we're a company of I'm going to say at this point probably 10 product managers 12 senior product managers and we all want our features to go first part of being PM2 that I love to talk about is how you get your features on the roadmap I think I don't know if I mean we have some PM's here but it applies in a lot of companies like how you get your ideas heard the idea about tapping on the photos for example on the cards to see photos through Tinder was called Project Tappy and I named it after Brian Norgaard our chief product guy's last company that he sold to Tinder and if he was looking at a project list and saying okay what are we going to put on the roadmap like his last company that he started or like when we actually got resources to work on it we were ready to launch globally and everyone was kind of hesitant not really sure about it yet when he sees Project Tappy and says are we going to launch this thing of course he's like hitting that big red button of course why would I not it's like me trying to launch Project Soleil I would be highest there's a lot of sneaky tactics you can use but honestly it's really about working with an entire organization everybody who you can possibly show your ideas to getting their buy-in getting their opinions on it getting them involved in the project early and often so that everybody has buy-in has contributed and then it wouldn't matter if the person at the top says yeah I don't really want to do that everybody on every other level is bought in, is excited has contributed, has made it in some way their own and in that way improved it so there's a lot more likely that that project is going to go out so a little digression but I think when we're working as PMs in tech companies or in big organizations figuring out how to get your projects in front of the right people and and built ultimately is a huge skill set that everybody can practice and will be practicing if you're in the industry how often does your your team specifically really see features it varies, it's kind of busy fall for us it comes in waves and it's not necessarily something that's scheduled where we go okay we need to build this, we're fortunate to have a strong base where we can say wait on an idea, say we get it to the 80% mark and we've been testing it and we're really excited about it and we like it but it might not be perfect yet we're the sort of company that is more likely to put it on the back burners and wait like we did for example with Tappy and really try to perfect it and work out some kinks or just improve the experience overall, make it simpler make it even just more attractive and release it when it's fully cooked or at least in sort of the Facebook mantra of shipping early and often we'll launch it in a small small market and just see how it does do a lot of qualitative and quantitative analysis of how that thing's doing and sort of regroup as we're still working on fixing the kinks no schedule to answer your question my name's Amanda and I have a question for you about how involved you are in the engineering process because it sounds like it's a very little bit more like as we start with that in the previous smaller totally, my involvement with engineering is probably closer or more frequent than my involvement with really other product people like I described for the arc of building a product with the tech company is ideation concepting and prototyping which can involve some engineering or not depending on the fidelity and then ultimately you're going to be building that testing it, launching it and iterating on that project so I'm kind of in the fit with engineers every day at some point I have weekly sync meetings with the entire engineering management team, I'm working with them on the UI side because that's more my background and sort of the macro side in terms of how things are going to work and what we can afford to do I think one of the things I've learned from them recently is that engineers will build what the spec says should be built, they'll match exactly the specifications give you the same functionality that has been asked for and they'll do just that, they'll follow the blueprint but sometimes it was described to me, I'm going to butcher this quote you can work three weeks to save a couple hours of planning out basically like engineers might work a very long time building to the specifications not considering how it might evolve over time what you might need in the next iterations what you might really be thinking about doing before launch and the communication is really key between product and engineering to prevent them from building things exactly how you've laid them out for version 1 for example so that when version 2 comes around it's like a rebuild you need to start from the ground up, oh we didn't even consider that you might want to do that next we didn't even allow that to happen we built it in a way that just got this one thing done and we're going to have to do a bit of a foundational change in order to support this new idea so if you can again work with your engineers, work with everybody from the data, from like all departments of your company on an idea early and often and sort of talk them through your high level thinking where this is supposed to go the vision for where this will end up and what it's going to change then you're going to end up saving a lot of time ultimately I wish I knew that quote that was terrible question, did you still know your question? yeah, so you've worked hard you've built the idea you've got the attention everybody's on board, you've built it and now you're attached and you've got it released, you've got some good metrics and once you release it when do you kill it? hmm, that's just interesting because this came to me because of the social right? what drove the idea of killing it after so long? resting peace, tender social we thought that would be sneaky just removing it from the navigation okay, you noticed fine so, you know, everything's an experiment and you can build a really awesome feature really awesome experience that ultimately doesn't move the needle or more importantly becomes a lot of baggage down the road as you're trying to design new things I think a lot of people talk about some cost trying not to consider dragging something along just because you've already built it just because it's there part of building a product that's successful and great is also making it really simple and even in the first iteration even when you don't have that many features it's really about the things and that is the product of a lot of work it doesn't come on the first iteration things are typically pretty complicated for us to go around so for us in order to expand and try new things and introduce new experiences for people to meet one another, something to have to go and it's not to say that it won't ever go back it won't be to say that we won't do it better next time but in its implementation that we have we know we could do it a lot better even a lot faster in a new or exciting way if we got rid of it for now it's tough because there's like the PR side there's the communications and marketing going like this looks like a failure we're part of a public company this is going to come up why did you do this what were the numbers we'd have to answer to somebody obviously the investors at some point so the decision was driven by the fact that we knew we could do better and that what I can say is that keeping things around just because they're there doesn't it's not always like the best decision I think honestly that clouds our judgment we could become attached to these things we put so much time into it but at Tinder we put a lot of time into things that you guys have never seen and for good reason I mean that's kind of part of it it's about being honest with yourselves about what you built your creations and I think the more you can take a pessimistic lens at everything you create critical lens I should say you're going to be in a much better or honest position it's not to say that people didn't like Tinder social I think a lot of people did and we heard about it quite a bit when it disappeared one day was it made a decision to kill it I can't really talk about why we did it but like I said things get heavier the more you build an add-on to a foundation it was an old foundation that had been around now for five years plus and you know it was time to try new things without making the experience more complicated I'd say Facebook is a great example of an app that just kept everything have you ever opened that drawer, that three bar menu and seen just that list of things they're doing imagine have you considered places when you were building this feature did you support the events and the find my friends and this, that and the six other things it's going to be like 30 apps within Facebook at this point it's crazy so in order to move quickly you can't really have that much baggage it becomes much more difficult even when you build new operating system supports you're going to build for web Apple TV also has all of those so things get more complicated and you definitely want to move quickly when you're young as a company all right, back corner if you look at Facebook as an app they're starting to become this kind of emergence of app in the right why, how that's going would you say Tinder is kind of going that same route because I'm talking about building products to kind of cater towards that so I'm just curious where you're starting to incorporate that media it's hard to say where we're going but I'll talk about Facebook first they definitely transition from being you know the social media company to being like a straight out media company right, the ratio of articles and videos and that sort of content that you see in your feed relative to people's updates and statuses not related to news or media I think is very heavy in the media side and that's what generated a lot of their ad sales we're not an ad driven company our content is people and we're trying to make that better right now who knows what comes next but I think catering to that we still have a long way to go in that sense would you say you guys are looking at like VR, our audience reality aspects to the dating experience and the dating experience it's interesting can't really say what we're looking at but I mean there's a lot of fun ways that all of the products that we're used to using and you know our daily apps basically our whole lunch box of things that we wake up to and check every morning are going to be enhanced or made different by emerging platforms I mean that's where I think some of the more exciting innovations are happening in the areas where we don't have just the whole saturated market where every beck and call every need, every pizza, the press of a button can just be delivered new ways of interacting with interfaces are going to be at least for me an exciting new frontier in terms of design and product development not even necessarily at all in the beginning until it becomes a more popular platform but that's where I think the new exciting experiences are How does the, I'm curious to learn how the competitive links give Tinder as a product defense so specifically we've got a lot of dating apps in the space they come out with features that we're seeing a lot we think about Snapchat and Instagram Snapchat comes out with stories on Monday and Wednesday it's like there's this kind of dance that's going on between new features and so if somebody suggests a feature that could be seen as a so much more other new things I think are really if we look at adding new features to this app it's going to be a product I think or is it just more a data-driven decision what's that decision-making process like? yeah honestly I think you might plan a great picnic ex-outcast and you can't predict the weather you can't understand what the issues are going to come up down the road that are going to change your roadmap like half of the product roadmap if we were smart about it would be the things that we strategically want to do API is the key performance indicators that we want to move and the other half would definitely be the reactive features often those aren't that big but you know the things that come up as a result of a problem or as the result of somebody misusing your platform or as the result of spam and unforeseen data requests in Europe that'll get some and those become really urgent and you're able to create a whole product process and it's kind of about balancing that keeping your hand on the pulse of what's going on and how users are having bad experiences in your app and being able to adapt to those while you also take on the things that are sort of more macro higher level and more strategic place for your company it's definitely reactive I think Facebook's so what Snapchat did from my perspective is it made posting a lot easier because we're not so hung up about it and this isn't going to be on my Instagram forever it's not going to define me and my brand it's something I can throw out into the ether and I've got people posting a lot more you could call that their problem solved to the social media market and Facebook and Instagram and their whole umbrella of a billion brands basically said oh god they just solved this one thing that we couldn't figure out the thing that honestly would have changed our product we might not have been able to do unless they had done it first and they reacted to it they built their own version of it for them, I think it's a lot more apples to apples it's literally the same social space that they're trying to fight over the same users, the same sort of user behavior you also there were jokes or every other app seemed to have stories within the same year but at some point I couldn't tell if it was like some big comedic gag or like new products I wouldn't watch stories but it was ridiculous like it doesn't make sense that's where you have to really understand what are the problems your users are experiencing and does this actually solve it and I think Facebook would have found out pretty quickly that in the test nobody thinks of their Facebook graph friends the same way as their Instagram graph and I mean Instagram nailed it I think they actually did a lot of things in the chat, it's more discoverable they actually like because of the relativness of their two user bases in the use cases it just made it actually a much better platform for daily posting and stuff like that but is that exactly a fair summary though because I mean that's kind of like the natural evolution of social media right, Facebook couldn't possibly know that a broad base of users were going to look at their Facebook because it was different from the users on a completely different social media platform when Facebook was first created first created, I mean that's old Facebook that's like kind of what Instagram is now that's when we were posting things and photos and albums and we were sharing and having conversations on Facebook and in a public way and I think they might have still thought they were Facebook to an extent but they've become this media company like you described that's almost where I get a good portion of my news just because I know they're going to serve me the things I like to read