►
From YouTube: Rapid prototyping for developers - GitHub Universe 2020
Description
Presented by Olivia Wong, Senior Partner, Prototype Thinking Labs
Did you know that 85% of the reasons a product fails can be discovered in a few simple experiments without a functional prototype? We know we need to test, but we rarely get in front of users as early or often as we should. In this talk, we’ll show you how to prototype and test the biggest existential questions in hours. You’ll walk away with tangible examples and a new toolkit that anyone can use. Prototype Thinking is a method born at GoogleX for increasing the speed of learning by 10x or more. Using dozens of rapid, low-cost prototypes and simulation-based experiments, Prototype Thinking teams ensure that they not only build a product right but that they are building the right product.
For more from GitHub Universe 2020, visit https://githubuniverse.com
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About GitHub
GitHub is the best place to share code with friends, co-workers, classmates, and complete strangers. Millions of people use GitHub to build amazing things together. For more info, go to http://github.com
A
A
It
was
originally
designed
at
google
x
and
we've
refined
it
over
a
number
of
years
so
that
you
can
apply
it
to
almost
any
sector.
Any
startup,
non-profit
corporate
innovation
lab
enterprise,
you
name
it.
The
great
thing
about
prototype
thinking
is
that
you
can
do
this
at
home
without
any
technology.
A
So
it's
a
tool
that
really
can
democratize
the
speed
of
learning,
but
also
the
speed
at
which
you
iterate
and
test.
So
let's
get
started
a
little
bit
about
me.
I'm
a
senior
partner
of
a
company
called
prototype
thinking
labs,
we're
based
in
the
bay
area,
although
right
now
I'm
in
vancouver
canada,
which
is
where
I
live
other
things
I
have
been
a
humanitarian.
A
I
used
to
work
in
war
zones
and
in
conflict
zones
specifically
in
syria,
during
the
peak
of
the
crisis
in
2012
and
in
fukushima,
japan
and
then,
after
that,
I
left
the
nonprofit
world
and
I
started
my
own
company.
Well,
actually,
a
number
of
companies
which
many
have
failed
and
this
one
has
survived
so
here
I
am
today,
I'm
also
a
beauty
queen
during
covid.
I
want
a
beauty
pageant.
A
So
if
you
have
a
chance,
ask
me
because
it's
a
really
funny
story,
I'd
love
to
tell
it
and,
lastly,
a
little
bit
more
context
about
prototype
thinking
before
I
actually
tell
you
and
show
you
how
to
use
the
methodology.
It
is
the
next
evolution
of
design,
thinking
and
design
sprints.
So,
if
you're
looking
for
a
great
technique
that
is
human-centered,
it's
empathy-based,
it
helps
you
creatively
solve
problems
in
10
times
the
speed
with
less
effort
and
cost.
This
is
your.
This
is
your
technology.
A
This
is
your
approach,
and
this
is
my
favorite
methodology
of
all
all
right.
So
I'm
going
to
be
asking
a
lot
of
questions,
and
I
know
that
I
can't
hear
you
right
now
because
you're
on
the
other
side
of
that
screen,
but
I'd
love
for
you
to
shout
out
that
answer
out
loud.
If
you
can,
you
can
talk
to
your
cat
or
your
dog,
your
roommate,
or
you
can
just
say
it
out
loud
in
your
head.
So
my
first
question
is:
do
you
remember
google
glass,
like
does
anyone?
A
Remember
google
glass,
I'm
from
the
bay
area
born
and
raised
in
san
francisco,
and
I
definitely
remember
this,
and
I
also
remember
that
no
one
is
using
it
right
now.
So
the
backstory
of
google
glass
is
that
this
was
the
very
first
use
case
for
prototype
thinking
and
if
you
can
remember
back
into
the
early
2010s,
when
google
glass
first
came
out,
everyone
thought
this
was
a
hot
sexy
tech
toy.
It
was
so
cool.
You
know
you
could
pull
it
out
of
your
pocket.
Put
it
well.
A
Actually
you
wouldn't
have
to
you,
wouldn't
have
to
pull
it
out
of
your
pocket,
because
google
glass
would
actually
project
anything
in
your
phone
onto
your
visual
display.
So
imagine
you're
driving
in
your
car.
You
don't
need
to
listen
to
your
gps.
You
don't
need
to
swipe
on
your
phone.
Google
glass
is
projecting
the
directions
of
where
you're
going
onto
the
dashboard
of
your
car.
You
could
also
be
in
a
conference
forget
everybody's
name,
and
google
glass
would
project
the
name
of
the
person
and
hover
it
above
their
head.
A
Like
I
loved
this
concept,
it
was
so
cool.
I
want
to
ask
you
another
question.
So
where
is
google
glass
today?
Do
you
know?
Do
you
see
people
using
it?
If
you,
google,
search
the
word,
google
glass
find
no
shortage
of
articles,
calling
it
the
biggest
technology
flop
in
google's
history.
A
lot
of
people
know
of
google
glass
as
that
cool
invention
that
really
didn't
get
adopted
by
the
mainstream
market,
and
there
were
a
lot
of
issues
with
it.
A
People
didn't
want
to
be
on
buses
or
on
trains,
or
you
know,
walking
down
the
street
and
have
conversations
with
people
not
knowing
if
they
were
recorded.
There
were
also
a
lot
of
features
that
made
it
cool,
but
it
just
wasn't
sticky
enough
for
someone
to
want
to
replace
their
regular
glasses
with
google
glass.
A
However,
the
least
known
fact
about
google
glass
is
that
it's
relatively
successful
in
a
range
of
commercial
industries
in
places
like
surgery
where
surgeons
are
using
google
glass
to
project
the
details
of
the
surgery
over
the
body
of
work.
You
also
see
it
in
industrial
manufacturing
and
specs
people
are
using
this
to
build
airplanes
and
repair
cars.
A
A
Tom
took
this
picture
of
larry
on
the
very
first
days
that
the
x
team
was
gathered
to
build
out
this
prototype,
and
my
next
question
is:
how
long
do
you
think
it
took
to
build
this
very
first
prototype
ugly
prototype
that
you
see
right
now,
take
a
guess
three
years,
two
months
a
day.
What
do
you
think?
A
Well,
it
actually
took
four
hours
and
I'm
going
to
show
you
exactly
how
that
was
done
over
here
is
an
experiment
and
this
experiment
is
to
solve,
for
what
would
it
be
like
if
you
could
walk
around
the
world
and
have
digital
information
overlaid
onto
your
physical
environment?
So
we
have
a
coat
hanger
the
bottom.
The
top
portion
is
bent
to
go
above
your
neck,
and
the
bottom
portion
rests
against
your
chest.
That's
connected
to
a
pico,
projector
and
plexiglass
and
a
sheet
protector.
A
You
can
buy
a
sheet
protector
at
a
walgreens
or
you
know
any
type
of
convenience
store
and
really
what
this
allows
you
to
do
is
hold
this
contraption
and
have
that
digital
information
projected
into
your
physical
environment.
So
perhaps
you
could
be
walking
down
the
street
and
instead
of
walking
into
a
restaurant,
you
could
pull
up
the
yelp
ratings
before
you
go
in.
A
You
can't
see
it
here,
but
the
netbook
was
actually
placed
into
a
woman's
satchel,
so
across
body
purse
that
day,
so
that
you
could
have
this
stimulated.
Hands-Free
experience
in
the
next
experiment
over
here
you're,
going
to
see
hair
bands
which
are
connected
to
fishing
line
and
then
run
through
this
contraption
that
ultimately
toggles
a
presentation
clicker.
So
you
could
hold
these
hair
bands
and
swipe
right
and
swipe
left,
actually
move
things
in
your
phone
or
on
your
computer.
A
So
you
could
swipe
right
and
go
forward
and
email
in
your
inbox
swipe
back,
maybe
go
back
and
email
toggle
through
photos.
It
gave
you
this
really
basic
and
simple
functionality
of
being
able
to
control
your
phone
and
the
challenge
that
actually
led
to
this
design,
and
this
creation
was
what.
If
google
was
in
your
brain
over
here,
we
have
an
experiment
to
essentially
test
how
the
google
glass
might
be
able
to
fit
on
someone's
face
to
make
it
really
comfortable
and
seamless
from
day
to
night.
A
I
know
you
guys
have
probably
played
with
vr
glasses
and
lots
of
headsets,
and
you
know
how
top
heavy
they
are
right.
Can
you
imagine
someone
wanting
to
wear
that
from
9am
to
a
12
o'clock
meeting
to
go
to
lunch,
it's
impossible
and
the
fact
that
the
x
team
was
able
to
find
this
critical
consumer
insight
in
just
the
first
few
hours
of
testing
is
remarkable,
because
anyone
building
face
related
hardware,
therefore,
after
in
the
future,
even
to
this
day
in
2020,
would
have
to
know
that
insight.
A
A
We
can
either
go
directly
to
enterprise
because
we
know
we
have
the
applications.
We
know
it
can
work
or
we
can
wait
around
a
little
bit
more
build
out
more
applications,
make
it
more
sticky
for
consumers
and
then
launch
for
consumers
in
a
few
years.
Okay,
so
I'm
in
the
business
of
asking
questions.
I
love
to
ask
questions.
What
do
you
think
leadership
said?
A
What
direction
do
you
think
they
went
in?
Well,
if
you
know
the
story,
leadership
said:
let's
go
to
consumer
now,
because
it's
so
cool
and
they
did
and
they
went
directly
to
consumer
and
it
was
huge
flop.
We
had
people
who
did
want
to
wear
google
glass
and
there
were
some
people
who
didn't
want
to
look
like
schwarzenegger.
A
They
didn't
want
to
be
associated
with
sort
of
this
really
really
early
adoptive
technology
that
wasn't
very
consumer
and
mass
market
friendly.
And
so
what
happened
is
later?
They
did.
Google
did
launch
for
enterprise,
but
they
launched
much
slower
than
they
needed
to,
and
there
were
already
other
competitors
by
the
time
that
they
got
there.
A
Well,
because
there
are
some
really
key
lessons
that
we
learn,
and
the
first
lesson
that
I
want
to
share
with
you
is
that
there
is
a
very
big
difference
between
having
a
cool
idea
and
the
data
that
you
get
back.
Even
the
team
at
google
x,
the
smartest
team
in
the
world.
Like
can
you
imagine
the
type
of
people
that
are
working
on
these
disruptive
innovations?
A
They
used
to
call
this
department
the
department
of
science
fiction
because
they
were
working
on
technologies
and
products
that
wouldn't
be
used
in
this
day
and
age,
maybe
somewhere
in
the
future
and
even
sergey
brin
being
the
sort
of
leader
who
had
amazing
smart
ideas.
He
even
argued
that
google
glass
would
work
and
it
should
be
red.
The
display
should
be
red
because
red
is
the
least
energetic
photon
of
light
and
because
it's
always
read
in
science
fiction.
A
A
We
call
these
guess-a-thons
people
come
with
their
inflated
opinions
of
what
they
think
will
work
and
what
they
think
will
be
true.
Sometimes
it's
people
who
are
the
loudest
in
the
room
you've
constantly
heard
about
this
people,
who
are
the
hippos,
the
highest
paid
people
in
the
room,
the
people
who
just
have
that
seniority
and
can
get
their
opinion
to
the
top.
A
The
next
lesson
that
we
learn
is
that
there
is
a
difference
between
something
called
a
conjecture
and
an
actual
in
the
design
world.
We
use
the
word
hypothesis
or
an
assumption
all
the
time.
It's
the
most
used
word
if
you
sit
down
in
a
design
thinking
sprint.
That
is
what
we're
doing
we're
taking
what
we
know
to
be
true.
What
we
think
we
know
to
be
true
and
turning
that
into
actuals,
which
are
learnings
that
are
directly
observing
human
behavior.
A
A
But
the
thing
about
conjectures
is
that
they're
speculative
they're,
also
less
accurate
and
precise
actuals,
are
the
best
form,
the
highest
resolution
and
reliable
data
that
we
can
get,
because
it's
what
we
observe
in
the
real
world
so
I'll
give
you
an
example
in
quarantine.
I
thought
that
I
was
going
to
be
a
beast
at
the
gym.
I
thought
that
I
would
go
to
work
out,
possibly
four
times
a
week,
maybe
five
times.
What
else
was
I
doing
right?
A
We
have
this
like
little
gym
downstairs
and
I
was
going
to
put
it
on
my
calendar
and
go
every
single
day
now.
That
is
my
conjecture.
I
self-predicted
that
I
would
work
out
four
to
five
times
a
week
and
the
reality
is.
I've
probably
worked
out,
maybe
once
twice
like
at
best
zero
times
a
week.
That's
the
actual,
and
the
reason
why
we
make
this
distinction
is
because
we
want
to
take
all
of
our
conjectures
around
a
user-oriented
product
and
go
run
experiments.
A
We
want
to
turn
our
conjectures
into
experience
and
let
our
actuals
become
our
decisions.
The
next
lesson
that
we
learn
is
we're
always
looking
for
something
called
a
magic
moment
now
in
design.
A
magic
moment
for
us
is
0
to
10
seconds
of
when
you
can
create
a
truly
delicious
impactful
delightful
experience
for
your
customers.
It's
when
you're
giving
them
the
sense
that
whoa,
like
I've,
never
done
this
before
this
is
so
cool.
I
need
to
tell
tell
all
my
friends
about
it.
I
need
to
you
know
it
on
product
hunt.
A
I
need
to
talk
about
it
on
yelp.
You
are
giving
them
this
experience
of
a
moment
of
service
you're,
fundamentally
impacting
their
life
in
a
way
that
cannot
be
faked
and
it
cannot
be
manufactured
or
engineered,
and
so
this
magic
moment
is
really
valuable
because
it
allows
us
to
understand
whether
our
product
or
service
has
the
potential
to
be
something
great.
A
Now
this
was
groundbreaking
and
the
surgeons
had
this
huge
gut
reaction
to
the
impact
that
this
creation
could
have,
and
they
said
you
mean
I
don't
have
to
look
away
for
my
patient
to
get
vitals
because
that
had
never
happened
before
so
in
our
work
in
prototype.
Thinking,
we're
always
looking
for
that
magic
moment,
and
our
theory
is
that.
Well,
if
it's
so
elusive
and
it's
so
valuable,
how
do
we
find
it?
Can
we
engineer
it?
A
Can
we
try
enough
options
so
that
one
of
them
at
least
one
of
the
options
becomes
the
obvious
magic
moment?
And
that
is
the
case.
So
we
believe
that
a
product
or
service
is
a
magic
moment
and
everything
else
is
designed
to
help
the
customer
get
there.
It's
designed
to
help
the
user
get
to
that
moment
as
quickly
as
possible,
and
everything
else
is
a
distraction.
A
A
So
so
it's
not
the
best
thing
I
ever
did
it's
not
the
worst
pick
your
number
now
I
should
play
some
jeopardy
music
or
something
like
two.
Two
okay,
you've
got
five
seconds
to
pick
a
number:
do
you
have
it
perfect?
So
personally
I
would
rate
an
uber,
a
nine
out
of
a
sk
on
a
scale
of
ten.
Now
I
want
you
to
think
about
a
cab.
What
is
a
cab
for
you
on
a
scale
of
one
to
ten
and
I'll?
Give
you
a
couple
of
seconds
to
think
about
it.
A
Okay,
time's
up,
so
my
my
rating
of
a
cab
would
be
two
or
three,
maybe
three,
definitely
a
two
on
a
rainy
day,
and
especially
after
10
p.m,
on
granville
street,
in
vancouver,
which
is
where
everyone
goes
clubbing,
and
it's
this
huge
party
straight
and
everything
gets
shut
down
and
you're
waiting
for
hours
for
a
cab.
So
for
me
I
have
scored
uber
a
nine
and
a
cab
of
two.
A
A
So
if
you
can
build
a
product
or
service
that
is
three
points
better
than
the
status
quo.
It's
something
that's,
naturally
going
to
feel
its
own
rapid
awareness
and
adoption.
It's
something
that
will
spread
word
of
mouth
people
will
talk
about
it.
It
has
that
x
factor
that
geneseco.
That
makes
it
popular
now
in
san
francisco,
I'm
trying
to
think
of
some
examples.
But
there
are
some
cult.
Favorite
things
like
blue
bottle,
coffee,
phil's,
coffee,
there's,
like
all
of
these
consumer
products
that
just
go
crazy
and
people
talk
about
them.
You're
wondering
why.
A
Well
it
comes
back
to
this
concept
around
a
three
point
offset.
Let
me
give
you
an
example.
So
uber
has
scored.
In
my
opinion,
a
seven
point
offset
that's
one
of
the
reasons
why
you
have
seen
so
much
explicit
consumer
growth
in
their
early
years,
and
I'm
not
even
here
to
promote
them
politically,
like
I
don't
actually
endorse
or
align
with
uber's
values,
but
that
is
such
a
beautiful
example,
because
almost
anywhere
you
go
in
the
world,
people
will
rate
an
uber,
a
three
point
offset
and
sometimes
a
five
or
a
seven
or
higher.
A
Now,
let's
take
another
industry,
something
that
is
less
sexy.
Let's
talk
about
airport
security,
so
my
least
favorite
airport
in
the
world
is
lax.
Second
to
that
is
sfo
and
going
through
airport
security,
for
me
is
a
three
or
a
two:
it's
just
so
bad
you're
standing
in
line
for
hours.
I
don't
know
why
one
person
can
be
the
only
person
to
put
their
shoes
in
the
bin
like.
Why
can't
we
be
like
v
yvr,
which
is
in
vancouver,
where
we
have
a
lineup
of
five
people
and
they
all
come
in?
Maybe
that
has
changed.
A
I
haven't
been
to
sfo
in
a
while,
but,
as
you
know,
airport
security
sucks.
What
about
ordering
comcast?
What
about
internet
cancelling
internet?
That's
like
a
one
for
me
if
you
were
in
the
business
of
building
the
user
experience
for
ordering
and
canceling
internet,
and
you
hit
four
points
out
of
ten.
You
would
blow
people's
minds
now.
The
baseline
is
not
always
one.
It's
not
always
four.
It's
not
even
five,
there's
a
lot
of
times
where
the
baseline
is
different,
depending
on
the
industry,
coke
and
pepsi
five
and
a
five
right.
A
A
A
Finding
a
magic
moment
is
about
creating
something
new
and
creating
something
new
is
about
solving
a
problem
that
hasn't
been
solved
before
in
a
lot
of
ways.
It's
about
solving
a
problem
that
humanity
hasn't
solved
before,
so
we
can't
use
the
same
thinking
that
we
use
to
solve
the
other
problems,
because
by
nature,
if
we
applied
it
to
what
we're
trying
to
do,
it
wouldn't
work
because
it
hasn't
been
done.
A
So
finding
a
magic
moment
is
about
trying
a
million
different
things,
you're
trying
a
thousand
things:
you're
testing
with
30
users,
you're
in
back-to-back
sprints,
going
through
cycles
and
trying
to
get
to
the
moment
where
people
are
really
telling
you
and
expressing
to
you
what
they
want
and
a
lot
of
times
that
data
is
going
to
be
messy
you're
going
to
have
data
from
two
weeks
ago,
lying
on
some
sticky
notes
on
your
wall
now
they're
in
the
trash.
Can
you
have
these
big
post-it
wall-ups?
A
But
what
we
say
is
that
if
you
can
get
through
this
big
elegant
mess
and
you
try
enough
options
and
just
one
thing
works,
then
everything
will
be
amazing
and
beautiful
and
awesome
and
work
out.
So
in
a
lot
of
conferences,
you're
going
to
see
this
light
bulb
as
being
the
iconic
symbol
for
startup
stardom
and
success,
and
I
don't
think
that's
true
at
all.
A
Now
that
might
sound
daunting,
because
as
people
who
are
successful
in
their
careers
and
people
who
really
care
about
doing
a
good
job,
we
are
not
designed
to-
and
I
know
that's
even
a
popular.
You
know
thing
like
feel
fast,
like
everyone
says
it
true.
We're
actually
here
to
learn
so
we're
here
to
learn
as
much
as
we
can
and
then
we're
taking
that
five
or
ten
percent
that
works
from
each
try
and
parlaying
it
into
the
next
experiment.
A
Now
what
we've
done
is
we've
come
up
with
a
strategy
to
help
you
get
through
that
painful
mess
as
quickly
and
cheaply
and
as
as
time
sensitive
as
possible,
because
we
know
that
everyone
is
in
a
race
against
time.
We
have
deadlines,
we
have
startup
capital,
we
have
runway,
that
is
burning
thin
and
we
need
to
make
sure
that
we
can
hit
traction
before
all
of
that
reaches
zero.
So
the
strategy
goes
like
this.
A
A
Our
chances
of
success
are
at
five
percent,
because
that
is
the
statistic
of
the
the
amount
of
products
that
actually
succeed,
whether
that
they're
successful
in
the
market
or
the
startup
has
a
great
exit.
It's
because
any
given
idea
only
has
about
a
five
percent
chance
of
being
the
right
idea,
but
if
we
try
12
different
variations
of
that
original
idea,
our
chances
of
success
go
up
to
45.
A
If
we
try
50
different
variations,
our
chances
of
success
go
up
to
92
and
that
number
is
actually
even
higher
because
our
learning
compounds
over
time
and
is
accretive.
So
we
are
learning
fast.
We're
learning
well,
and
our
learning
curve
is
asymptotically
approaching
100,
which
means
it's
really
damn
good.
A
Now
we
also
know
from
nielsen
that
there
is
a
lot
of
research
that
shows
that
you
only
need
to
test
with
about
five
to
six
people
to
yield
85
or
one
standard
deviation
of
the
core
information.
You
need
to
even
determine
what
should
be
in
your
feature
set.
So
if
you're
not
sure
do
people
want
this
to
people
understand
this,
will
people
buy
it?
What
are
the
core
essential
features
that
users
want?
A
All
of
that
can
be
answered
by
simply
testing
with
five
to
six
people
in
your
target,
demographic
of
users,
mind
blown
right
because
we've
often
be
been
taught
through
lean
startup
that
we
should
be
testing
through
a
b.
We
should
be
split
testing.
We
need
to
go
through
volume
and
look
at
the
quantitative
side.
A
lot
of
the
information,
almost
85
percent,
of
why
a
product
will
fail
could
actually
be
discovered
through
early
testing
and
without
a
functional
prototype
through
qualitative
conversations.
A
A
A
Do
you
currently
make
iterations
during
your
user
test
and
if
you're
not,
please
start,
we
use
a
formula
for
simulation
based
testing
that
allows
us
to
go
through
multiple
micro
cycles
in
a
test,
and
so
it's
called
play
pause.
Stop
it
allows
us
to
pause
the
test
at
any
time
quickly
make
iterations
on
the
fly
like
we're.
A
nascar
pit
crew
and
the
car
is
still
running,
and
then
we
make
those
changes
and
then
the
car
flies
off
and
then
it
allows
us
to
make
multiple
iterations
during
a
test.
A
So
by
the
time
we
finish
the
test,
we're
already
at
the
next
evolution
of
the
product
or
service,
I'm
going
to
wrap
this
up
with
a
couple
of
principles.
The
first
thing
at
work
when
you're
working
on
your
projects
is
to
remember
to
always
just
go
for
it.
Try
it
doing
is
the
best
form
of
thinking.
So,
instead
of
milling
around
your,
you
know
your
work,
thinking
about
something
for
10
years,
go
out
and
see
if
you
can
try
it
in
the
first
10
minutes.
A
The
next
thing
is:
don't
worry
so
much
about
being
right
or
wrong
focus
on
how
much
you
can
learn.
If
I
learn
things
things
and
our
friend
over
here
learns
10
things,
then,
together
as
a
team,
we
have
learned
30
things,
and
that
is
great.
The
next
thing
is:
don't
worry
so
much
about
profit,
it's
not
about
getting
that
number
to
go
up.
I
know
you
have
a
lot
of
pressure
from
your
your
bosses
from
your
investors,
but
magic
moments
are
about
moments
of
service.
A
A
Lastly,
stay
close
to
the
medium
be
in
front
of
your
users
spend
time
with
them.
I
have
spent
so
many
so
many
wasted
hours
with
people
who
do
not
get
to
know
their
users.
They
build
software
for
six
months,
never
talking
to
a
user
because
they
never
see
them
and
then,
after
six
months,
the
user's
like
well,
what
does
this?
Even
do?
They
don't
understand
it
and
they're
ready
to
x
out
don't
get
to
that
place.
Make
sure
you
spend
a
lot
of
time
with
your
users.
Your
users.
Are
your
medium?
A
A
So
hopefully,
one
day
you
can
look
up
and
100
million
people
are
using
your
product.
I
hope
you
had
a
great
time
learning
prototype
thinking.
Thank
you
for
sitting
here
for
30
minutes
learning.
This
approach,
I'd
love
to
hear
your
thoughts,
your
reflections,
your
feedback,
you
can
reach
me
on
the
interwebs,
I'm
at
prototypethinking.io,
and
you
can
email
me
at
olivia
at
prototypethinking.io
before
you
go.
A
I
want
to
let
you
know
that
I
created
a
little
bundle
of
things
for
you,
so
I
will
be
sending
out
a
link
and
in
this
link,
you'll
get
a
copy
to
the
slides.
So
hopefully
you
weren't,
like
crazily,
trying
to
take
screenshots
of
me
speaking
you'll,
get
a
copy
of
the
slides.
You'll,
also
get
a
free
guide
to
prototype.
Thinking
that
really
hasn't
been
released
anywhere
and
you'll
also
get
a
link
to
an
example
user
test.
So
you
can
see
what
playplus
stop
looks
like.