Great technology opens up an universe of possibilities.

Need a friend? WhatsApp, Telegram, Slack, etc.

Traveling? AirBnB, Expedia, Google Flights, etc.

Money transfer? Use digital banking, e-wallet, or crypto applications

Products inspire us. How do we become great?

I asked product managers in my network:

What does it take to be a great product manager?

52 product managers from 40+ prominent IT businesses in Southeast Asia responded passionately. Many of the PMs I've worked with have built fantastic products, from unicorns (Lazada, Tokopedia, Ovo) to incumbents (Google, PayPal, Experian, WarnerMedia) to growing (etaily, Nium, Shipper).

TL;DR:

• Soft talents are more important than hard skills. Technical expertise was hardly ever stressed by product managers, and empathy was mentioned more than ten times. Janani from Xendit expertly recorded the moment. A superb PM must comprehend that their empathy for the feelings of their users must surpass all logic and data.

• Constant attention to the needs of the user. Many people concur that the closer a PM gets to their customer/user, the more likely it is that the conclusion will be better. There were almost 30 references to customers and users. Focusing on customers has the advantage because it is hard to overshoot, as Rajesh from Lazada puts it best.

• Setting priorities is invaluable. Prioritization is essential because there are so many problems that a PM must deal with every day. My favorite quotation on this is from Rakuten user Yee Jie. Viki, A competent product manager extinguishes fires. A good product manager lets things burn and then prioritizes.

This summary isn't enough to capture what excellent PMs claim it requires. Read below!

What qualities make a successful product manager?

Themed quotes are alphabetized by author.

Embrace your user/customer

Aeriel Dela Paz, Rainmaking Venture Architect, ex-GCash Product Head

Great PMs know what customers need even when they don’t say it directly. It’s about reading between the lines and going through the numbers to address that need.

Anders Nordahl, OrkestraSCS's Product Manager

Understanding the vision of your customer is as important as to get the customer to buy your vision

Angel Mendoza, MetaverseGo's Product Head

Most people think that to be a great product manager, you must have technical know-how. It’s textbook and I do think it is helpful to some extent, but for me the secret sauce is EMPATHY — the ability to see and feel things from someone else’s perspective. You can’t create a solution without deeply understanding the problem.

Senior Product Manager, Tokopedia

Focus on delivering value and helping people (consumer as well as colleague) and everything else will follow

Darren Lau, Deloitte Digital's Head of Customer Experience

Start with the users, and work backwards. Don’t have a solution looking for a problem

Darryl Tan, Grab Product Manager

I would say that a great product manager is able to identify the crucial problems to solve through strong user empathy and synthesis of insights

Diego Perdana, Kitalulus Senior Product Manager

I think to be a great product manager you need to be obsessed with customer problems and most important is solve the right problem with the right solution

Senior Product Manager, AirAsia

Lot of common sense + Customer Obsession. The most important role of a Product manager is to bring clarity of a solution. Your product is good if it solves customer problems. Your product is great if it solves an eco-system problem and disrupts the business in a positive way.

Edward Xie, Mastercard Managing Consultant, ex-Shopee Product Manager

Perfect your product, but be prepared to compromise for right users

AVP Product, Shipper

For me, a great product manager need to be rational enough to find the business opportunities while obsessing the customers.

Janani Gopalakrishnan is a senior product manager of a stealth firm.

While as a good PM it’s important to be data-driven, to be a great PM one needs to understand that their empathy for their users’ emotions must exceed all logic and data. Great PMs also make these product discussions thrive within the team by intently listening to all the members thoughts and influence the team’s skin in the game positively.

Director, Product Management, Indeed

Great product managers put their users first. They discover problems that matter most to their users and inspire their team to find creative solutions.

Grab's Senior Product Manager Lakshay Kalra

Product management is all about finding and solving most important user problems

Quipper's Mega Puji Saraswati

First of all, always remember the value of “user first” to solve what user really needs (the main problem) for guidance to arrange the task priority and develop new ideas. Second, ownership. Treat the product as your “2nd baby”, and the team as your “2nd family”. Third, maintain a good communication, both horizontally and vertically. But on top of those, always remember to have a work — life balance, and know exactly the priority in life :)

Senior Product Manager, Prosa.AI Miswanto Miswanto

A great Product Manager is someone who can be the link between customer needs with the readiness and flexibility of the team. So that it can provide, build, and produce a product that is useful and helps the community to carry out their daily activities. And He/She can improve product quality ongoing basis or continuous to help provide solutions for users or our customer.

Lead Product Manager, Tokopedia, Oriza Wahyu Utami

Be a great listener, be curious and be determined. every great product manager have the ability to listen the pain points and understand the problems, they are always curious on the users feedback, and they also very determined to look for the solutions that benefited users and the business.

99 Group CPO Rajesh Sangati

The advantage of focusing on customers: it’s impossible to overshoot

Ray Jang, founder of Scenius, formerly of ByteDance

The difference between good and great product managers is that great product managers are willing to go the unsexy and unglamorous extra mile by rolling up their sleeves and ironing out all minutiae details of the product such that when the user uses the product, they can’t help but say “This was made for me.”

BCG Digital Ventures' Sid Narayanan

Great product managers ensure that what gets built and shipped is at the intersection of what creates value for the customer and for the business that’s building the product…often times, especially in today’s highly liquid funding environment, the unit economics, aka ensuring that what gets shipped creates value for the business and is sustainable, gets overlooked

Stephanie Brownlee, BCG Digital Ventures Product Manager

There is software in the world that does more harm than good to people and society. Great Product Managers build products that solve problems not create problems

Experiment constantly

Delivery Hero's Abhishek Muralidharan

Embracing your failure is the key to become a great Product Manager

DeliveryHero's Anuraag Burman

Product Managers should be thick skinned to deal with criticism and the stomach to take risk and face failures.

DataSpark Product Head Apurva Lawale

Great product managers enjoy the creative process with their team to deliver intuitive user experiences to benefit users.

Dexter Zhuang, Xendit Product Manager

The key to creating winning products is building what customers want as quickly as you can — testing and learning along the way.

PayPal's Jay Ko

To me, great product managers always remain relentlessly curious. They are empathetic leaders and problem solvers that glean customer insights into building impactful products

Home Credit Philippines' Jedd Flores

Great Product Managers are the best dreamers; they think of what can be possible for the customers, for the company and the positive impact that it will have in the industry that they’re part of

Set priorities first, foremost, foremost.

HBO Go Product Manager Akshay Ishwar

Good product managers strive to balance the signal to noise ratio, Great product managers know when to turn the dials for each up exactly

Zuellig Pharma's Guojie Su

Have the courage to say no. Managing egos and request is never easy and rejecting them makes it harder but necessary to deliver the best value for the customers.

Ninja Van's John Prawira

(1) PMs should be able to ruthlessly prioritize. In order to be effective, PMs should anchor their product development process with their north stars (success metrics) and always communicate with a purpose. (2) User-first when validating assumptions. PMs should validate assumptions early and often to manage risk when leading initiatives with a focus on generating the highest impact to solving a particular user pain-point. We can’t expect a product/feature launch to be perfect (there might be bugs or we might not achieve our success metric — which is where iteration comes in), but we should try our best to optimize on user-experience earlier on.

Nium Product Manager Keika Sugiyama

I’d say a great PM holds the ability to balance ruthlessness and empathy at the same time. It’s easier said than done for sure!

ShopBack product manager Li Cai

Great product managers are like great Directors of movies. They do not create great products/movies by themselves. They deliver it by Defining, Prioritising, Energising the team to deliver what customers love.

Quincus' Michael Lim

A great product manager, keeps a pulse on the company’s big picture, identifies key problems, and discerns its rightful prioritization, is able to switch between the macro perspective to micro specifics, and communicates concisely with humility that influences naturally for execution

Mathieu François-Barseghian, SVP, Citi Ventures

“You ship your org chart”. This is Conway’s Law short version (1967!): the fundamental socio-technical driver behind innovation successes (Netflix) and failures (your typical bank). The hype behind micro-services is just another reflection of Conway’s Law

Mastercard's Regional Product Manager Nikhil Moorthy

A great PM should always look to build products which are scalable & viable , always keep the end consumer journey in mind. Keeping things simple & having a MVP based approach helps roll out products faster. One has to test & learn & then accordingly enhance / adapt, these are key to success

Rendy Andi, Tokopedia Product Manager

Articulate a clear vision and the path to get there, Create a process that delivers the best results and Be serious about customers.

Senior Product Manager, DANA Indonesia

Own the problem, not the solution — Great PMs are outstanding problem preventers. Great PMs are discerning about which problems to prevent, which problems to solve, and which problems not to solve

Tat Leong Seah, LionsBot International Senior UX Engineer, ex-ViSenze Product Manager

Prioritize outcomes for your users, not outputs of your system” or more succinctly “be agile in delivering value; not features”

Senior Product Manager, Rakuten Viki

A good product manager puts out fires. A great product manager lets fires burn and prioritize from there

acquire fundamental soft skills

Oracle NetSuite's Astrid April Dominguez

Personally, i believe that it takes grit, empathy, and optimistic mindset to become a great PM

Ovo Lead Product Manager Boy Al Idrus

Contrary to popular beliefs, being a great product manager doesn’t have anything to do with technicals, it sure plays a part but most important weapons are: understanding pain points of users, project management, sympathy in leadership and business critical skills; these 4 aspects would definitely help you to become a great product manager.

PwC Product Manager Eric Koh

Product managers need to be courageous to be successful. Courage is required to dive deep, solving big problems at its root and also to think far and dream big to achieve bold visions for your product

Ninja Van's Product Director

In my opinion the two most important ingredients to become a successful product manager is: 1. Strong critical thinking 2. Strong passion for the work. As product managers, we typically need to solve very complex problems where the answers are often very ambiguous. The work is tough and at times can be really frustrating. The 2 ingredients I mentioned earlier will be critical towards helping you to slowly discover the solution that may become a game changer.

PayPal's Lead Product Manager

A great PM has an eye of a designer, the brain of an engineer and the tongue of a diplomat

Product Manager Irene Chan

A great Product Manager is able to think like a CEO of the company. Visionary with Agile Execution in mind

Isabella Yamin, Rakuten Viki Product Manager

There is no one model of being a great product person but what I’ve observed from people I’ve had the privilege working with is an overflowing passion for the user problem, sprinkled with a knack for data and negotiation

Google product manager Jachin Cheng

Great product managers start with abundant intellectual curiosity and grow into a classic T-shape. Horizontally: generalists who range widely, communicate fluidly and collaborate easily cross-functionally, connect unexpected dots, and have the pulse both internally and externally across users, stakeholders, and ecosystem players. Vertically: deep product craftsmanship comes from connecting relentless user obsession with storytelling, business strategy with detailed features and execution, inspiring leadership with risk mitigation, and applying the most relevant tools to solving the right problems.

Jene Lim, Experian's Product Manager

3 Cs and 3 Rs. Critical thinking , Customer empathy, Creativity. Resourcefulness, Resilience, Results orientation.

Nirenj George, Envision Digital's Security Product Manager

A great product manager is someone who can lead, collaborate and influence different stakeholders around the product vision, and should be able to execute the product strategy based on customer insights, as well as take ownership of the product roadmap to create a greater impact on customers.

Grab's Lead Product Manager

Product Management is a multi-dimensional role that looks very different across each product team so each product manager has different challenges to deal with but what I have found common among great product managers is ability to create leverage through their efforts to drive outsized impacts for their products. This leverage is built using data with intuition, building consensus with stakeholders, empowering their teams and focussed efforts on needle moving work.

NCS Product Manager Umar Masagos

To be a great product manager, one must master both the science and art of Product Management. On one hand, you need have a strong understanding of the tools, metrics and data you need to drive your product. On the other hand, you need an in-depth understanding of your organization, your target market and target users, which is often the more challenging aspect to master.

M1 product manager Wei Jiao Keong

A great product manager is multi-faceted. First, you need to have the ability to see the bigger picture, yet have a keen eye for detail. Secondly, you are empathetic and is able to deliver products with exceptional user experience while being analytical enough to achieve business outcomes. Lastly, you are highly resourceful and independent yet comfortable working cross-functionally.

Yudha Utomo, ex-Senior Product Manager, Tokopedia

A great Product Manager is essentially an effective note-taker. In order to achieve the product goals, It is PM’s job to ensure objective has been clearly conveyed, efforts are assessed, and tasks are properly tracked and managed. PM can do this by having top-notch documentation skills.

He kept it under wraps for years until he legally couldn’t.

His shirt is incomplete. I can’t stop thinking about this…

Actually, ignore the article. Look at it. JUST LOOK at it… It’s quite disturbing, isn’t it?

Ughh…

Me: “Hey, what up?” Friend: “All good, watching lord of the rings on amazon prime video.” Me: “Oh, do you know how Amazon grew and became famous?” Friend: “Geek alert…Can I just watch in peace?” Me: “But… Bezos?” Friend: “Let it go, just let it go…”

I can question you, the reader, and start answering instantly without his consent. This far.

Reader, how did Amazon succeed? You'll say, Of course, it was an internet bookstore, then it sold everything.

Mistaken. They moved from zero to one because of this. How did they get from one to thousand? AWS-some. Understand? It's geeky and lame. If not, I'll explain my geekiness.

Over an extended period of time, Amazon was not profitable.

Business basics. You want customers if you own a bakery, right?

Well, 100 clients per day order $5 cheesecakes (because cheesecakes are awesome.)

$5 x 100 consumers x 30 days Equals $15,000 monthly revenue. You proudly work here.

Now you have to pay the barista (unless ChatGPT is doing it haha? Nope..)

• The barista is requesting $5000 a month.

• Each cheesecake costs the cheesecake maker $2.5 ($2.5 × 100 x 30 = $7500).

• The monthly cost of running your bakery, including power, is about $5000.

Assume no extra charges. Your operating costs are $17,500.

Just $15,000? You have income but no profit. You might make money selling coffee with your cheesecake next month.

Is losing money bad? You're broke. Losing money. It's bad for financial statements.

It's almost a business ultimatum. Most startups fail. Amazon took nine years.

I'm reading Amazon Unbound: Jeff Bezos and the Creation of a Global Empire to comprehend how a company has a $1 trillion market cap.

Many things made Amazon big. The book claims that Bezos and Amazon kept a specific product secret for a long period.

Clouds above the bald head.

In 2006, Bezos started a cloud computing initiative. They believed many firms like Snapchat would pay for reliable servers.

In 2006, cloud computing was not what it is today. I'll simplify. 2006 had no iPhone.

Bezos invested in Amazon Web Services (AWS) without disclosing its revenue. That's permitted till a certain degree.

Google and Microsoft would realize Amazon is heavily investing in this market and worry.

Bezos anticipated high demand for this product. Microsoft built its cloud in 2010, and Google in 2008.

If you managed Google or Microsoft, you wouldn't know how much Amazon makes from their cloud computing service. It's enough. Yet, Amazon is an internet store, so they'll focus on that.

All but Bezos were wrong.

Time to come clean now.

They revealed AWS revenue in 2015. Two things were apparent:

1. Bezos made the proper decision to bet on the cloud and keep it a secret.

2. In this race, Amazon is in the lead.

They continued. Let me list some AWS users today.

• Netflix

• Airbnb

• Twitch

More. Amazon was unprofitable for nine years, remember? This article's main graph.

AWS accounted for 74% of Amazon's profit in 2021. This 74% might not exist if they hadn't invested in AWS.

Bring this with you home.

Amazon predated AWS. Yet, it helped the giant reach $1 trillion. Bezos' secrecy? Perhaps, until a time machine is invented (they might host the time machine software on AWS, though.)

Without AWS, Amazon would have been profitable but unimpressive. They may have invested in anything else that would have returned more (like crypto? No? Ok.)

Bezos has business flaws. His success. His failures include:

• introducing the Fire Phone and suffering a $170 million loss.

• Amazon's failure in China In 2011, Amazon had a about 15% market share in China. 2019 saw a decrease of about 1%.

• not offering a higher price to persuade the creator of Netflix to sell the company to him. He offered a rather reasonable $15 million in his proposal. But what if he had offered $30 million instead (Amazon had over $100 million in revenue at the time)? He might have owned Netflix, which has a $156 billion market valuation (and saved billions rather than invest in Amazon Prime Video).

Some he could control. Some were uncontrollable. Nonetheless, every action he made in the foregoing circumstances led him to invest in AWS.

I've been pondering product strategy and how to articulate it. Frameworks helped guide our thinking.

If your teams aren't working together or there's no clear path to victory, your product strategy may not be well-articulated or communicated (if you have one).

Before diving into a product strategy's details, it's important to understand its role in the bigger picture — the pieces that move your organization forward.

the overall picture

A product strategy is crucial, in my opinion. It's part of a successful product or business. It's the showpiece.

To simplify, we'll discuss four main components:

1. Vision

2. Product Management

3. Goals

4. Roadmap

Vision

Your company's mission? Your company/product in 35 years? Which headlines?

The vision defines everything your organization will do in the long term. It shows how your company impacted the world. It's your organization's rallying cry.

An ambitious but realistic vision is needed.

Without a clear vision, your product strategy may be inconsistent.

Product Management

Our main subject. Product strategy connects everything. It fulfills the vision.

In Part 2, we'll discuss product strategy.

Goals

This component can be goals, objectives, key results, targets, milestones, or whatever goal-tracking framework works best for your organization.

These product strategy metrics will help your team prioritize strategies and roadmaps.

Your company's goals should be unified. This fuels success.

Roadmap

The roadmap is your product strategy's timeline. It provides a prioritized view of your team's upcoming deliverables.

A roadmap is time-bound and includes measurable goals for your company. Your team's steps and capabilities for executing product strategy.

If your team has trouble prioritizing or defining a roadmap, your product strategy or vision is likely unclear.

Formulation of a Product Strategy

Now that we've discussed where your product strategy fits in the big picture, let's look at a framework.

A product strategy should include challenges, an approach, and actions.

Challenges

First, analyze the problems/situations you're solving. It can be customer- or company-focused.

The analysis should explain the problems and why they're important. Try to simplify the situation and identify critical aspects.

Some questions:

• What issues are we attempting to resolve?

• What obstacles—internal or otherwise—are we attempting to overcome?

• What is the opportunity, and why should we pursue it, in your opinion?

Decided Method

Second, describe your approach. This can be a set of company policies for handling the challenge. It's the overall approach to the first part's analysis.

The approach can be your company's bets, the solutions you've found, or how you'll solve the problems you've identified.

Again, these questions can help:

• What is the value that we hope to offer to our clients?

• Which market are we focusing on first?

• What makes us stand out? Our benefit over rivals?

Actions

Third, identify actions that result from your approach. Second-part actions should be these.

Coordinate these actions. You may need to add products or features to your roadmap, acquire new capabilities through partnerships, or launch new marketing campaigns. Whatever fits your challenges and strategy.

Final questions:

• What skills do we need to develop or obtain?

• What is the chosen remedy? What are the main outputs?

• What else ought to be added to our road map?

Put everything together

… and iterate!

Strategy isn't one-and-done. Changes occur. Economies change. Competitors emerge. Customer expectations change.

One unexpected event can make strategies obsolete quickly. Muscle it. Review, evaluate, and course-correct your strategies with your teams. Quarterly works. In a new or unstable industry, more often.

Don't overcomplicate to-do lists. DWTS (Done, Waiting, Top 3, Soon) organizes your to-dos.

How Are You Going to Manage Everything?

Modern America is busy. Work involves meetings. Anytime, Slack communications arrive. Many software solutions offer a @-mention notification capability. Emails.

Work obligations continue. At home, there are friends, family, bills, chores, and fun things.

How are you going to keep track of it all? Enter the todo list. It’s been around forever. It’s likely to stay forever in some way, shape, or form.

Everybody has their own system. You probably modified something from middle school. Post-its? Maybe it’s an app? Maybe both, another system, or none.

I suggest a format that has worked for me in 15 years of professional and personal life.

Try it out and see if it works for you. If not, no worries. You do you! Hopefully though you can learn a thing or two, and I from you too.

It is merely a Google Doc, yes.

It's a giant list. One task per line. Indent subtasks on a new line. Add or move new tasks as needed.

I recommend using Google Docs. It's easy to use and flexible for structuring.

Prioritizing these tasks is key. I organize them using DWTS (Done, Waiting, Top 3, Soon). Chronologically is good because it implicitly provides both a priority (high, medium, low) and an ETA (now, soon, later).

Yes, I recognize the similarities to DWTS (Dancing With The Stars) TV Show. Although I'm not a fan, it's entertaining. The acronym is easy to remember and adds fun to something dull.

What each section contains

Done

All tasks' endpoint. Finish here. Don't worry about it again.

Waiting

You're blocked and can't continue. Blocked tasks usually need someone. Write Person Task so you know who's waiting.

Blocking tasks shouldn't last long. After a while, remind them kindly. If people don't help you out of kindness, they will if you're persistent.

Top 3

Mental focus areas. These can be short- to mid-term goals or recent accomplishments. 2 to 5 is a good number to stay focused.

Top 3 reminds us to prioritize. If they don't fit your Top 3 goals, delay them.

Every 1:1 at work is a project update. Another chance to list your top 3. You should know your Top 3 well and be able to discuss them confidently.

Soon

Here's your short-term to-do list. Rank them from highest to lowest.

I usually subdivide it with empty lines. First is what I have to do today, then week, then month. Subsections can be arranged however you like.

Inventories by Concept

Tasks that aren’t in your short or medium future go into the backlog. 
Eventually you’ll complete these tasks, assign them to someone else, or mark them as “wont’ do” (like done but in another sense).

Backlog tasks don't need to be organized chronologically because their timing and priority may change. Theme-organize them. When planning/strategic, you can choose themes to focus on, so future top 3 topics.

More Tips on Todos

Decide Upon a Morning Goal

Morning routines are universal. Coffee and Wordle. My to-do list is next. Two things:

• As needed, update the to-do list: based on the events of yesterday and any fresh priorities.

• Pick a few jobs to complete today: Pick a few goals that you know you can complete today. Push the remainder below and move them to the top of the Soon section. I typically select a few tasks I am confident I can complete along with one stretch task that might extend into tomorrow.

Finally. By setting and achieving small goals every day, you feel accomplished and make steady progress on medium and long-term goals.

Tech companies call this a daily standup. Everyone shares what they did yesterday, what they're doing today, and any blockers. The name comes from a tradition of holding meetings while standing up to keep them short. Even though it's virtual, everyone still wants a quick meeting.

Your team may or may not need daily standups. Make a daily review a habit with your coffee.

Review Backwards & Forwards on a regular basis

While you're updating your to-do list daily, take time to review it.

Review your Done list. Remember things you're proud of and things that could have gone better. Your Done list can be long. Archive it so your main to-do list isn't overwhelming.

Future-gaze. What you considered important may no longer be. Reorder tasks. Backlog grooming is a workplace term.

Backwards-and-forwards reviews aren't required often. Every 3-6 months is fine. They help you see the forest as often as the trees.

Final Remarks

Keep your list simple. Done, Waiting, Top 3, Soon. These are the necessary sections. If you like, add more subsections; otherwise, keep it simple.

I recommend a morning review. By having clear goals and an action-oriented attitude, you'll be successful.

What quarterly bank earnings reveal

Big banks know the economy best. Unless we’re talking about a housing crisis in 2007…

Banks are crucial to the U.S. economy. The Fed, communities, and investments exchange money.

An economy depends on money flow. Banks' views on the economy can affect their decision-making.

Most large banks released quarterly earnings and forward guidance last week. Others were pessimistic about the future.

What Makes Banks Confident

Bank of America's profit decreased 30% year-over-year, but they're optimistic about the economy. Comparatively, they're bullish.

Who banks serve affects what they see. Bank of America supports customers.

They think consumers' future is bright. They believe this for many reasons.

The average customer has decent credit, unless the system is flawed. Bank of America's new credit card and mortgage borrowers averaged 771. New-car loan and home equity borrower averages were 791 and 797.

2008's housing crisis affected people with scores below 620.

Bank of America and the economy benefit from a robust consumer. Major problems can be avoided if individuals maintain spending.

Reasons Other Banks Are Less Confident

Spending requires income. Many companies, mostly in the computer industry, have announced they will slow or freeze hiring. Layoffs are frequently an indication of poor times ahead.

BOA is positive, but investment banks are bearish.

Jamie Dimon, CEO of JPMorgan, outlined various difficulties our economy could confront.

But geopolitical tension, high inflation, waning consumer confidence, the uncertainty about how high rates have to go and the never-before-seen quantitative tightening and their effects on global liquidity, combined with the war in Ukraine and its harmful effect on global energy and food prices are very likely to have negative consequences on the global economy sometime down the road.

That's more headwinds than tailwinds.

JPMorgan, which helps with mergers and IPOs, is less enthusiastic due to these concerns. Incoming headwinds signal drying liquidity, they say. Less business will be done.

Final Reflections

I don't think we're done. Yes, stocks are up 10% from a month ago. It's a long way from old highs.

I don't think the stock market is a strong economic indicator.

Many executives foresee a 2023 recession. According to the traditional definition, we may be in a recession when Q2 GDP statistics are released next week.

Regardless of criteria, I predict the economy will have a terrible year.

Weekly layoffs are announced. Inflation persists. Will prices return to 2020 levels if inflation cools? Perhaps. Still expensive energy. Ukraine's war has global repercussions.

I predict BOA's next quarter earnings won't be as bullish about the consumer's strength.

Zero-Knowledge Proofs for Beginners

Published here originally.

Introduction

I Spy—did you play as a kid? One person chose a room object, and the other had to guess it by answering yes or no questions. I Spy was entertaining, but did you know it could teach you cryptography?

Zero Knowledge Proofs let you show your pal you know what they picked without exposing how. Math replaces electronics in this secret spy mission. Zero-knowledge proofs (ZKPs) are sophisticated cryptographic tools that allow one party to prove they have particular knowledge without revealing it. This proves identification and ownership, secures financial transactions, and more. This article explains zero-knowledge proofs and provides examples to help you comprehend this powerful technology.

What is a Proof of Zero Knowledge?

Zero-knowledge proofs prove a proposition is true without revealing any other information. This lets the prover show the verifier that they know a fact without revealing it. So, a zero-knowledge proof is like a magician's trick: the prover proves they know something without revealing how or what. Complex mathematical procedures create a proof the verifier can verify.

Want to find an easy way to test it out? Try out with tis awesome example! ZK Crush

Describe it as if I'm 5

Alex and Jack found a cave with a center entrance that only opens when someone knows the secret. Alex knows how to open the cave door and wants to show Jack without telling him.

Alex and Jack name both pathways (let’s call them paths A and B).

1. In the first phase, Alex is already inside the cave and is free to select either path, in this case A or B.

2. As Alex made his decision, Jack entered the cave and asked him to exit from the B path.

3. Jack can confirm that Alex really does know the key to open the door because he came out for the B path and used it.

To conclude, Alex and Jack repeat:

1. Alex walks into the cave.

2. Alex follows a random route.

3. Jack walks into the cave.

4. Alex is asked to follow a random route by Jack.

5. Alex follows Jack's advice and heads back that way.

What is a Zero Knowledge Proof?

At a high level, the aim is to construct a secure and confidential conversation between the prover and the verifier, where the prover convinces the verifier that they have the requisite information without disclosing it. The prover and verifier exchange messages and calculate in each round of the dialogue.

The prover uses their knowledge to prove they have the information the verifier wants during these rounds. The verifier can verify the prover's truthfulness without learning more by checking the proof's mathematical statement or computation.

Zero knowledge proofs use advanced mathematical procedures and cryptography methods to secure communication. These methods ensure the evidence is authentic while preventing the prover from creating a phony proof or the verifier from extracting unnecessary information.

ZK proofs require examples to grasp. Before the examples, there are some preconditions.

Criteria for Proofs of Zero Knowledge

1. Completeness: If the proposition being proved is true, then an honest prover will persuade an honest verifier that it is true.

2. Soundness: If the proposition being proved is untrue, no dishonest prover can persuade a sincere verifier that it is true.

3. Zero-knowledge: The verifier only realizes that the proposition being proved is true. In other words, the proof only establishes the veracity of the proposition being supported and nothing more.

The zero-knowledge condition is crucial. Zero-knowledge proofs show only the secret's veracity. The verifier shouldn't know the secret's value or other details.

Example after example after example

To illustrate, take a zero-knowledge proof with several examples:

Initial Password Verification Example

You want to confirm you know a password or secret phrase without revealing it.

Use a zero-knowledge proof:

1. You and the verifier settle on a mathematical conundrum or issue, such as figuring out a big number's components.

2. The puzzle or problem is then solved using the hidden knowledge that you have learned. You may, for instance, utilize your understanding of the password to determine the components of a particular number.

3. You provide your answer to the verifier, who can assess its accuracy without knowing anything about your private data.

4. You go through this process several times with various riddles or issues to persuade the verifier that you actually are aware of the secret knowledge.

You solved the mathematical puzzles or problems, proving to the verifier that you know the hidden information. The proof is zero-knowledge since the verifier only sees puzzle solutions, not the secret information.

In this scenario, the mathematical challenge or problem represents the secret, and solving it proves you know it. The evidence does not expose the secret, and the verifier just learns that you know it.

My simple example meets the zero-knowledge proof conditions:

1. Completeness: If you actually know the hidden information, you will be able to solve the mathematical puzzles or problems, hence the proof is conclusive.

2. Soundness: The proof is sound because the verifier can use a publicly known algorithm to confirm that your answer to the mathematical conundrum or difficulty is accurate.

3. Zero-knowledge: The proof is zero-knowledge because all the verifier learns is that you are aware of the confidential information. Beyond the fact that you are aware of it, the verifier does not learn anything about the secret information itself, such as the password or the factors of the number. As a result, the proof does not provide any new insights into the secret.

Explanation #2: Toss a coin.

One coin is biased to come up heads more often than tails, while the other is fair (i.e., comes up heads and tails with equal probability). You know which coin is which, but you want to show a friend you can tell them apart without telling them.

Use a zero-knowledge proof:

1. One of the two coins is chosen at random, and you secretly flip it more than once.

2. You show your pal the following series of coin flips without revealing which coin you actually flipped.

3. Next, as one of the two coins is flipped in front of you, your friend asks you to tell which one it is.

4. Then, without revealing which coin is which, you can use your understanding of the secret order of coin flips to determine which coin your friend flipped.

5. To persuade your friend that you can actually differentiate between the coins, you repeat this process multiple times using various secret coin-flipping sequences.

In this example, the series of coin flips represents the knowledge of biased and fair coins. You can prove you know which coin is which without revealing which is biased or fair by employing a different secret sequence of coin flips for each round.

The evidence is zero-knowledge since your friend does not learn anything about which coin is biased and which is fair other than that you can tell them differently. The proof does not indicate which coin you flipped or how many times you flipped it.

The coin-flipping example meets zero-knowledge proof requirements:

1. Completeness: If you actually know which coin is biased and which is fair, you should be able to distinguish between them based on the order of coin flips, and your friend should be persuaded that you can.

2. Soundness: Your friend may confirm that you are correctly recognizing the coins by flipping one of them in front of you and validating your answer, thus the proof is sound in that regard. Because of this, your acquaintance can be sure that you are not just speculating or picking a coin at random.

3. Zero-knowledge: The argument is that your friend has no idea which coin is biased and which is fair beyond your ability to distinguish between them. Your friend is not made aware of the coin you used to make your decision or the order in which you flipped the coins. Consequently, except from letting you know which coin is biased and which is fair, the proof does not give any additional information about the coins themselves.

Figure out the prime number in Example #3.

You want to prove to a friend that you know their product n=pq without revealing p and q. Zero-knowledge proof?

Use a variant of the RSA algorithm. Method:

1. You determine a new number s = r2 mod n by computing a random number r.

2. You email your friend s and a declaration that you are aware of the values of p and q necessary for n to equal pq.

3. A random number (either 0 or 1) is selected by your friend and sent to you.

4. You send your friend r as evidence that you are aware of the values of p and q if e=0. You calculate and communicate your friend's s/r if e=1.

5. Without knowing the values of p and q, your friend can confirm that you know p and q (in the case where e=0) or that s/r is a legitimate square root of s mod n (in the situation where e=1).

This is a zero-knowledge proof since your friend learns nothing about p and q other than their product is n and your ability to verify it without exposing any other information. You can prove that you know p and q by sending r or by computing s/r and sending that instead (if e=1), and your friend can verify that you know p and q or that s/r is a valid square root of s mod n without learning anything else about their values. This meets the conditions of completeness, soundness, and zero-knowledge.

Zero-knowledge proofs satisfy the following:

1. Completeness: The prover can demonstrate this to the verifier by computing q = n/p and sending both p and q to the verifier. The prover also knows a prime number p and a factorization of n as p*q.

2. Soundness: Since it is impossible to identify any pair of numbers that correctly factorize n without being aware of its prime factors, the prover is unable to demonstrate knowledge of any p and q that do not do so.

3. Zero knowledge: The prover only admits that they are aware of a prime number p and its associated factor q, which is already known to the verifier. This is the extent of their knowledge of the prime factors of n. As a result, the prover does not provide any new details regarding n's prime factors.

Types of Proofs of Zero Knowledge

Each zero-knowledge proof has pros and cons. Most zero-knowledge proofs are:

1. Interactive Zero Knowledge Proofs: The prover and the verifier work together to establish the proof in this sort of zero-knowledge proof. The verifier disputes the prover's assertions after receiving a sequence of messages from the prover. When the evidence has been established, the prover will employ these new problems to generate additional responses.

2. Non-Interactive Zero Knowledge Proofs: For this kind of zero-knowledge proof, the prover and verifier just need to exchange a single message. Without further interaction between the two parties, the proof is established.

3. A statistical zero-knowledge proof is one in which the conclusion is reached with a high degree of probability but not with certainty. This indicates that there is a remote possibility that the proof is false, but that this possibility is so remote as to be unimportant.

4. Succinct Non-Interactive Argument of Knowledge (SNARKs): SNARKs are an extremely effective and scalable form of zero-knowledge proof. They are utilized in many different applications, such as machine learning, blockchain technology, and more. Similar to other zero-knowledge proof techniques, SNARKs enable one party—the prover—to demonstrate to another—the verifier—that they are aware of a specific piece of information without disclosing any more information about that information.

5. The main characteristic of SNARKs is their succinctness, which refers to the fact that the size of the proof is substantially smaller than the amount of the original data being proved. Because to its high efficiency and scalability, SNARKs can be used in a wide range of applications, such as machine learning, blockchain technology, and more.

Uses for Zero Knowledge Proofs

ZKP applications include:

1. Verifying Identity ZKPs can be used to verify your identity without disclosing any personal information. This has uses in access control, digital signatures, and online authentication.

2. Proof of Ownership ZKPs can be used to demonstrate ownership of a certain asset without divulging any details about the asset itself. This has uses for protecting intellectual property, managing supply chains, and owning digital assets.

3. Financial Exchanges Without disclosing any details about the transaction itself, ZKPs can be used to validate financial transactions. Cryptocurrency, internet payments, and other digital financial transactions can all use this.

4. By enabling parties to make calculations on the data without disclosing the data itself, Data Privacy ZKPs can be used to preserve the privacy of sensitive data. Applications for this can be found in the financial, healthcare, and other sectors that handle sensitive data.

5. By enabling voters to confirm that their vote was counted without disclosing how they voted, elections ZKPs can be used to ensure the integrity of elections. This is applicable to electronic voting, including internet voting.

6. Cryptography Modern cryptography's ZKPs are a potent instrument that enable secure communication and authentication. This can be used for encrypted messaging and other purposes in the business sector as well as for military and intelligence operations.

Proofs of Zero Knowledge and Compliance

Kubernetes and regulatory compliance use ZKPs in many ways. Examples:

1. Security for Kubernetes ZKPs offer a mechanism to authenticate nodes without disclosing any sensitive information, enhancing the security of Kubernetes clusters. ZKPs, for instance, can be used to verify, without disclosing the specifics of the program, that the nodes in a Kubernetes cluster are running permitted software.

2. Compliance Inspection Without disclosing any sensitive information, ZKPs can be used to demonstrate compliance with rules like the GDPR, HIPAA, and PCI DSS. ZKPs, for instance, can be used to demonstrate that data has been encrypted and stored securely without divulging the specifics of the mechanism employed for either encryption or storage.

3. Access Management Without disclosing any private data, ZKPs can be used to offer safe access control to Kubernetes resources. ZKPs can be used, for instance, to demonstrate that a user has the necessary permissions to access a particular Kubernetes resource without disclosing the details of those permissions.

4. Safe Data Exchange Without disclosing any sensitive information, ZKPs can be used to securely transmit data between Kubernetes clusters or between several businesses. ZKPs, for instance, can be used to demonstrate the sharing of a specific piece of data between two parties without disclosing the details of the data itself.

5. Kubernetes deployments audited Without disclosing the specifics of the deployment or the data being processed, ZKPs can be used to demonstrate that Kubernetes deployments are working as planned. This can be helpful for auditing purposes and for ensuring that Kubernetes deployments are operating as planned.

ZKPs preserve data and maintain regulatory compliance by letting parties prove things without revealing sensitive information. ZKPs will be used more in Kubernetes as it grows.