Ed Liljegren Email & Phone Number | I used to believe in the concepts of Minimum Viable Product and Minimum Lovable Products, but do not anymore. Customers do not want minimum. Minimum products are a gateway to undifferentiated products and competing on cost. What I am focusing on is now the 3 S's - Superior, Scalable, and Sticky. A product has to do provide a service that is superior (less friction to use or more security for example) to the customer than what is available. A product needs to be scalable. This means there is a clear product roadmap creating new customer delight(s) when the experience and highly desirable content is ready. Stickiness is how many times a customer uses the product and the emotional state they are in after using. Are customers excited and want to use it again or frustrated and leery of using it again? The scalability and stickiness of a product are interconnected. It is perfectly fine for a new product or service to only interact with a customer in select circumstances, but it has to be flawless. Once the trust is established, continue to provide meaningful positive customer experience and, more importantly, sequentially increasing perceived customer value. As a leader and manager, I focus on what the strengths are of the individuals on my team and place them in roles to enhance those strengths rather than roles that focus on areas to improve. This requires focused 1-on-1s, establish mentors for all reports, transparent SMART goals, two year forward looking resumes, and personality/strength profiles to understand strengths and improve team dynamics. It is a management failure to place people in long term situations unrelated to their strengths. As a technical leader, I have learned to remove my ego from the discussion of solutions to solve complex problems. An engineer's goal should be to execute on a highly complex and innovative product, customer experience, and/or technologies in a single build. They have holistically blended engineering theory, feedback from customers, and reviews with their peers to solve problems at the design level and not the production line. To help solve complex problems, I depend upon best practices - Taguchi/Factorial DOEs, real GD&T, optimizing of complex systems, confidence Index techniques, Ishikawa diagrams, DFMEAs, PFMEA, FEA, and formal theory. The job is never done, but I also want my teams to have personal and professional balance and be in safe/nurturing environment to achieve their goals even if it leads them outside of the group. I constantly look to hire people who will be my manager someday

Ed Liljegren

I used to believe in the concepts of Minimum Viable Product and Minimum Lovable Products, but do not...
Bellevue, Washington, United States

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Ed Liljegren’s Email liljegren@aws.com

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Ed Liljegren’s Location Bellevue, Washington, United States

Ed Liljegren’s Current Industry Amazon Kuiper

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Work Experience

Amazon Kuiper

Principal Architect

2023-01-01 00:00:00 - Present

University Of Washington Michael G Foster School Of Business

Executive MBA Student

2021-06-01 00:00:00 - 2023-06-01 00:00:00

Amazon Web Services

Principal Hardware Engineer, AWS

2020-11-01 00:00:00 - 2021-06-01 00:00:00

Amazon

Senior Manager, Advanced Product Organization

2019-11-01 00:00:00 - 2020-07-01 00:00:00

Amazon Lab126

Senior Manager, MTM, Advanced Manufacturing Engineering

2018-09-01 00:00:00 - 2019-11-01 00:00:00

Planet Labs

Director of Mechanical Engineering

2016-01-01 00:00:00 - 2016-06-01 00:00:00

Flex

Director of Design Engineering, Innovation and New Ventures

2015-09-01 00:00:00 - 2016-01-01 00:00:00

Apple

Dfx Engineer

2010-10-01 00:00:00 - 2011-05-01 00:00:00

Nokia San Diego

PDM

2009-11-01 00:00:00 - 2010-10-01 00:00:00

Ucsd

Research assistant

2002-09-01 00:00:00 - 2004-11-01 00:00:00

Pulse

Senior Mech Eng

1999-09-01 00:00:00 - 2002-02-01 00:00:00

Delta Design

Mechanical Engineer

1999-06-01 00:00:00 - 2000-07-01 00:00:00

Ametek Aerospace

Senior Design Engineer

1998-05-01 00:00:00 - 1999-05-01 00:00:00

Volex

Manufacturing Engineer

1996-11-01 00:00:00 - 1998-05-01 00:00:00

Xybernaut

Mechanical Engineering Consultant

1996-07-01 00:00:00 - 1996-11-01 00:00:00

Kopin

Mechanical Engineer

1994-08-01 00:00:00 - 1996-06-01 00:00:00

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Languages

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FAQ About Ed Liljegren

Ed Liljegren is located at
Bellevue, Washington, United States

Ed Liljegren is a I used to believe in the concepts of Minimum Viable Product and Minimum Lovable Products, but do not anymore. Customers do not want minimum. Minimum products are a gateway to undifferentiated products and competing on cost. What I am focusing on is now the 3 S's - Superior, Scalable, and Sticky. A product has to do provide a service that is superior (less friction to use or more security for example) to the customer than what is available. A product needs to be scalable. This means there is a clear product roadmap creating new customer delight(s) when the experience and highly desirable content is ready. Stickiness is how many times a customer uses the product and the emotional state they are in after using. Are customers excited and want to use it again or frustrated and leery of using it again? The scalability and stickiness of a product are interconnected. It is perfectly fine for a new product or service to only interact with a customer in select circumstances, but it has to be flawless. Once the trust is established, continue to provide meaningful positive customer experience and, more importantly, sequentially increasing perceived customer value. As a leader and manager, I focus on what the strengths are of the individuals on my team and place them in roles to enhance those strengths rather than roles that focus on areas to improve. This requires focused 1-on-1s, establish mentors for all reports, transparent SMART goals, two year forward looking resumes, and personality/strength profiles to understand strengths and improve team dynamics. It is a management failure to place people in long term situations unrelated to their strengths. As a technical leader, I have learned to remove my ego from the discussion of solutions to solve complex problems. An engineer's goal should be to execute on a highly complex and innovative product, customer experience, and/or technologies in a single build. They have holistically blended engineering theory, feedback from customers, and reviews with their peers to solve problems at the design level and not the production line. To help solve complex problems, I depend upon best practices - Taguchi/Factorial DOEs, real GD&T, optimizing of complex systems, confidence Index techniques, Ishikawa diagrams, DFMEAs, PFMEA, FEA, and formal theory. The job is never done, but I also want my teams to have personal and professional balance and be in safe/nurturing environment to achieve their goals even if it leads them outside of the group. I constantly look to hire people who will be my manager someday - why hire anyone else?

Ed Liljegren currently works in the Amazon Kuiper |

No Languages Available

Ed Liljegren has prior
experience in the following industries:
University Of Washington Michael G Foster School Of Business | Amazon Web Services | Amazon | Amazon Lab126 | Planet Labs | Flex | Apple | Nokia San Diego | Ucsd | Pulse | Delta Design | Ametek Aerospace | Volex | Xybernaut | Kopin

Ed Liljegren has the following professional experience:
Amazon Kuiper | University Of Washington Michael G Foster School Of Business | Amazon Web Services | Amazon | Amazon Lab126 | Planet Labs | Flex | Apple | Nokia San Diego | Ucsd | Pulse | Delta Design | Ametek Aerospace | Volex | Xybernaut | Kopin