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13 results for “business acceleration”
...or product founder. We're gonna put a link crew behind them. We're gonna launch an MVP and build the core use case. This is where Palta Growth comes in. We're gonna literally scale very fast the first use case. How we do that? We start with paid user
12:41 / 13:46
from transcript12:41 – 13:46
It's not a roadmap item, but, oh my gosh, there's just, like, so much fault that is happening here. And, I did write on it about it on your on your blog of hiring for, growth. So there's a little bit of a reference to that. And one of the biggest bla
8:57 / 10:09
from transcript8:57 – 10:09
Like, if you if you graph out what the results are over a long period of time, you're probably going to see it approach an asymptote. You're gonna see the incrementality of those results start to, like, decay. If you just burn a shitload of cash, tho
11:12 / 12:23
from transcript11:12 – 12:23
pricing, packaging, paywalls, all that stuff around. Sarah, which is like a part of marketing Mhmm. And product engagement could be easily a part of growth. In my previous job at HelloSX, I owned product as well. My question when I hear that in terms
3:45 / 4:45
from transcript3:45 – 4:45
With different stages of sales come different challenges. Mhmm. You guys scaled really fast. I mean, how fast did you scale to 10,000,000 in revenue? What were you at when you joined? Two and a half. You're at two and a half. We're at, like, 40 today
45:44 / 46:46
from transcript45:44 – 46:46
And you know, now we're starting to like get more serious about those markets. Like, you know, we have a bunch of like great activity happening in India. So that would be one that I wish we started a little earlier is thinking about like countries an
27:38 / 28:45
from transcript27:38 – 28:45
“The three critical questions every business leader must answer to accelerate growth”
It's all about how do I grow faster? How do I spend less energy on the stuff that doesn't matter? How do I where are the levers? Where are the accelerators? And part of it part of that answer is comes
22:29 / 22:57
framework22:29 – 22:57
...Where's the business at at that stage? At the time, I think we were around, like, 13 or 14,000,000 in, annual recurring revenue. At this point, are we having VCs just massively inbound that's trying to give us money? Yeah. So so I always receive beca
30:41 / 31:52
from transcript30:41 – 31:52
...for most businesses. What would you what would you like to do, but because of time or lack of resources, you're not able to do? There are a lot of things I would just like to get off the ground faster. When you're reliant on external parties, either
37:28 / 38:38
from transcript37:28 – 38:38
we're picking the right market, we're hiring with great quality, and we're gonna give them the right resources. So if it fails, it's not because we didn't do everything we could control, we did everything we could control. So that was one thing we di
8:16 / 9:18
from transcript8:16 – 9:18
And from a growth standpoint, obsessing over not just spending and bringing people, but obsessing over unit economics. So we spend a lot of energy. More so now, like I said, when Arjun coming on board, he's bringing a lot of more diverse perspective
23:58 / 25:01
from transcript23:58 – 25:01
Optimize it, grow it, scale it, create a team that will be nurturing it and that will be amplifying it, but you're gonna need to evolve it. And that evolution, needs to come through overlaying other growth models on top of it. So, a, you are diversif
52:23 / 53:51
from transcript52:23 – 53:51
And it said back in the day, we would say, come to us because this is what our product does to really changing that to respond to their psyche and we changed that to a phrase called trade like a pro. This is for a pro product and and we saw substanti
41:08 / 42:18
from transcript41:08 – 42:18
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