Cracking the Root of a Problem — with Eyal Pinko (Taboola)
Host: Eyal David · Guest: Eyal Pinko · About the host
According to Eyal Pinko, a VP at Taboola, 90-95% of product failures don't stem from a wrong problem definition but from failing to reach the root cause — what actually causes the problem. His practical tool is the Five Whys: ask 'why?' repeatedly with a cross-functional group, using open questions and fact-based answers, until you hit the systemic root.
In this episode
- Most product failures don't come from a wrong problem definition but from failing to reach the true root cause — the root that causes the problem.
- A product manager doesn't hierarchically manage their resources, so the way to harness people is to create immediate value for them in every interaction — development, customers, management.
- The ability to take a complex problem and simplify it is critical; a complex message creates more work for everyone instead of harnessing them.
- Five Whys (originating at Toyota) is a simple iterative framework for reaching the root — but it requires a cross-functional group in the same room, open questions, fact-based answers rather than guesses, and curiosity.
- In building a product it's better to start from the broad goal (maximize conversions) and only then narrow (target CPA) — the reverse direction limits the data and the options for the models.
- For young PMs and for developers on the way to product: start with doing — side projects you raise on your own — and don't wait for a company to recruit you in order to start.
Listen to this episode
Episode Description
Eyal Pinko, a VP at Taboola who runs the advertisers' side (about 40 product managers and analysts), joins Eyal David for a conversation on the core of product work: how you distill a problem down to its root. His central claim — 90–95% of product failures stem from a not-good-enough definition of the root cause, not of the problem itself. Throughout the episode he demonstrates this through real Taboola products, explains the 'creating value for others' model, and lays out the Five Whys framework as a practical tool.
Full transcript with speakers and timestamps
Selected quotes
“90–95% of failures come from a not-good-enough definition of the root cause of the problem.”
“In data we trust — that's what's written on our wall.”
“That ability to take a complex problem and simplify it is critical, critical, critical in my view.”
Questions & answers
What does Eyal Pinko see as the main reason products fail?
In his experience, 90–95% of failures come from a not-good-enough definition of the root cause of the problem — not of the problem itself, but of what causes it. When you don't start from a correct and focused problem, all the work gets translated into time and money that may be meaningless.
What does Eyal look for in a product manager?
Two things: first, an approach of creating value for others — the ability to give immediate value in every interaction with development, customers, and management, because a PM doesn't hierarchically manage their resources. Second, the ability to simplify a complex problem and explain it simply.
What is the Five Whys framework and how do you apply it?
An iterative method originating at Toyota: you ask 'why?' again and again (about five times) until you reach the root. For it to work you need a good understanding of the problem, a cross-functional group in the same room, open questions, a lot of listening, constant challenging of assumptions, and answers based on facts rather than guesses.
When do you stop in the Five Whys process?
When you identify a systematic problem that will recur; when you get a satisfying 'eureka' feeling; when solving the problem will also solve other problems; or when you reach a dead end where the answers become similar and there's no additional information. If you get stuck too early — the problem probably wasn't defined well enough, or people are missing from the room.
How does Eyal recommend a developer transition into product management?
Either advance to product roles within a large-enough company, or add a business element such as an MBA (which also helped him sharpen his direction and meet people from the industry). And in parallel — take a more product-oriented perspective in day-to-day meetings and raise side projects.
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