As CEOs of our products, we product managers have a lot to do.  Traditionally, this has included “build-versus-buy” decisions. The debate often hinged on whether technical tasks were “core” or just “context”.  Over the last decade, this has shifted from “build-versus-buy” to “buy-versus-buy” as we balance more kinds of internal and external resources.  Here are some thoughts on sizing various “buying” opportunities to keep products shipping and revenue flowing. The smallest opportunity might be called “the expert quick hitter”, then up to “niche technology provider” and finally a large “please build this for me.”  All three are invitations to think about what your team can do for itself, and your own urgency to get revenue products to market. Small: “The…