This example also sheds light on why product complexity is not correlated with prototyping time. One hypothesis is that there is a tendency toward perfectionism and overengineering with simpler products as compared to more complex products. In the example above, the design pivot made the product overly complicated potentially due to the designers' perception of the product's straightforwardness. If a product is known by the team to be complex, there may be a greater prerogative to do "quick and dirty" natural prototyping and decision making due to the constant pressure to get something working. However, for products seen as less complex or "simpler" by the team, there may be a tendency to try to make a prototype perfect or add unnecessary features rather than just getting something working. These competing effects might cause an averaging out of how long it takes to prototype leading to no trends with complexity. Some of the interviewees working on less complex products mentioned without prompting that there was a risk of "feature creep" for their products due to simplicity of core functions. The example above with Company 44 demonstrates the harms of complicating a design with new features especially when working in a structured development regime. This hypothesis and its potential toward revealing why less complex products take the same time to prototype as more complex products is a promising future research direction.