An essayist argues that company leaders should personally use and care about the products they make, using Satoru Iwata's product-focused leadership at Nintendo and Bobby Kotick's financial optimization at Activision Blizzard as opposing examples. The historical claims are mostly accurate — Iwata did port Pokémon code, Kotick ran Activision 1991-2023, the 737 MAX crashes killed 346 people — though some details like Iwata's 2014 salary cut actually happened in 2011. The core argument is opinion, supported by well-documented examples of founder-led companies outperforming those run by professional managers with no product passion. The thesis omits counterexamples of non-enthusiast operators who successfully ran product companies, and doesn't address why passionate founders sometimes run companies into the ground once financial pressure mounts.