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Topic3 mentions across episodes
company scaling
“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
...in nature versus if your sales, like, company, go ahead.
12:46 / 13:50
from transcript12:46 – 13:50
...If you wanna sign a 6 figure deal, this can be like at least three or four layers of approval. If you want to sign a million dollar contract out of the gate, it's going to take you a long time. But if you actually land in a very like small deal, then
17:13 / 18:15
from transcript17:13 – 18:15
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
I think what you're getting to is like the economics are hard when you are in that ACV and that is true, but as we added more products, as retention got better, the reps could cross sell and upsell other products like rep PPR started to increase. So
14:15 / 15:23
from transcript14:15 – 15:23
...But, so if product, let's say, acquires people, let's say with the SEO or Centimeters and then its product is meant to activate them and then sales closes them, sales, would be obviously important as well, but growth would have to be coming a little
13:19 / 14:38
from transcript13:19 – 14:38
This is where one growth guru gave me an advice. You can do marketing and product. You should fit to one of them, like and luckily, I didn't take that advice. And I said, I'm gonna do just wide and broad roles. So I started to take user acquisition,
2:55 / 4:06
from transcript2:55 – 4:06
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
it's going to take you a long time. But if you actually land in a very like small deal, then you start expanding it, those approvals have disappeared completely. What are your biggest lessons on how to land and expand successfully? Because I I'm in a
17:50 / 19:03
from transcript17:50 – 19:03
...the company to do is say, oh, we need to like kick off a multi product strategy. And actually finding the second product is probably gonna take us a year or two to do so we'd better start that. And we better start that now. And actually the second pr
26:58 / 28:37
from transcript26:58 – 28:37
And until you saw it on the TV, you had no way to know that something new had launched. No longer. Right? So there's infinite access. There's no sense of loyalty. The friction to leave your product and enter another one is absolutely nothing. So what
13:30 / 14:31
from transcript13:30 – 14:31
...here b to b company is broader. At GitLab, I was head of the product growth team. I sit in the product org, but I have counterparts
14:14 / 16:31
from transcript14:14 – 16:31
in revenue. Scott's also a prolific angel investor having written early checks into Lime and Standard Cognition to name a few. And this episode is incredibly granular. We really do go quite deep in terms of different growth playbooks, so it's time to
1:06 / 2:32
from transcript1:06 – 2:32
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