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11 results for “career development”
pool of growth talent, but that becomes very hard sometimes if, let's say, the specific thing that we need right now is a notifications or a life cycle manager. We obviously need someone who's well versed in some of these tools and systems like Braze
1:07:26 / 1:08:31
from transcript1:07:26 – 1:08:31
...and development. I think and I think they even believe that that's true. But, like, actually doing it is really difficult. Like, it takes time. It takes resources. You have to be intentional. It has to be top down. Go ahead.
33:44 / 34:45
from transcript33:44 – 34:45
or, which is hard because in the job description you are specifying a salary range, of course, and a and a years of experience. But I think the more important thing is somebody who's willing to be hands on kind of adapt to this very, very quickly cha
1:06:44 / 1:07:50
from transcript1:06:44 – 1:07:50
specialize on that. You can use them to scale, or you need more support in creating creative ads. You don't have a capacity in house. Maybe you can tap into some consultant or agency, but the most fundamental things is about figure out your growth mo
22:04 / 24:10
from transcript22:04 – 24:10
That will help you track the right expertise and also make your thinking super clear as well. So we have the KPIs in the job description. We figured out out the growth model. We figured out a couple of the growth loops. So we've got a kind of underst
26:57 / 28:11
from transcript26:57 – 28:11
I prefer a broad definition, which is someone who's responsible for two things. One is accelerating the company's pace of learning. This is typically done through experiments, but that's a very important piece. Like, essentially, the growth team and
10:18 / 12:54
from transcript10:18 – 12:54
in one quarter you build and optimize for x, in another quarter you need to rewrite the whole thing and like rebuild what you have built because it doesn't stick anymore. This is the mindset. You need to be ready and open for the changes all the time
44:14 / 45:21
from transcript44:14 – 45:21
Will you intro me? And obviously I do a dual opt in. I'll message them being like, Hey, like, I don't really know this person. Their profile seems interesting. I haven't really evaluated. Let me know if you'd be open to taking a convo. And even if th
42:46 / 44:34
from transcript42:46 – 44:34
PM that has started right out of college doesn't necessarily have. And so I look for someone that has been making some changes and been able to affect that change. I have Mercury, one of the best PMs I've worked with, was someone that came from custo
24:34 / 25:58
from transcript24:34 – 25:58
How do you think about communicating growth goals to other elements of the organization? You're sitting there in your independent growth team, say, and you also have to work with product, and you also have to work with marketing. How do you work toge
26:59 / 28:01
from transcript26:59 – 28:01
Yeah. Why do you prefer cross functional? Why is that better, and what's the right structure? Yeah. So it's interesting. There's one meta point we talk about at Reforge. But one point that I very much agree with is if the practice of growth is succes
11:57 / 13:23
from transcript11:57 – 13:23
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