How would you design a product org for a company scaling from 50 to 200 people?

Model answerAt 50 people, everyone knows everything and coordination is informal. At 200, informal breaks down. The design principle: structure the org around the product architecture, not the other way around. If you have three core product areas, consider three pods. The trap is creating too many PM roles too fast — better to have fewer, stronger PMs than many weak ones. I'd also invest early in a central product operations function to handle process that would otherwise fragment.