As a product manager, I believe that both intuition and empirical data are important factors in decision-making, and that the balance between the two depends on the specific situation. Intuition is important because it allows us to make quick decisions based on experience and expertise. However, intuition can also be biased or clouded by personal preferences, so it's important to recognize these limitations and supplement intuition with empirical data. Empirical data, on the other hand, allows us to make decisions based on evidence and facts. This can help us avoid biases and ensure that our decisions are based on objective information. However, empirical data is not always available or relevant, and it can also be subject to interpretation or misinterpretation. In order to make tradeoffs between intuition and empirical data, I typically take the following approach: 1. Start with intuition: If I have experience or expertise in a particular area, I'll rely on my intuition to make an initial decision. 2. Gather empirical data: Once I've made an initial decision, I'll gather as much empirical data as possible to support or refute my decision. 3. Analyze the data: I'll carefully analyze the data to ensure that it's relevant and reliable, and I'll look for any patterns or insights that can help me make a more informed decision. 4. Adjust the decision: Based on the analysis of the data, I'll adjust my initial decision as necessary. If the data supports my intuition, I'll feel more confident in my decision. If the data contradicts my intuition, I'll be open to changing my decision. Overall, I believe that intuition and empirical data should be used together to make more informed and effective decisions. By relying on intuition when appropriate, gathering and analyzing empirical data, and adjusting decisions as necessary, product managers can strike the right balance between these two important factors.