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14 results for “growth framework”
Concept8 mentions across episodes
growth
...a growth machine around that core use case. Then you start the optimization phase, and those small optimizations, they're gonna compound, and you need to make it really at speed. At some point, when you feel you nail that core use case, you need to b
3:45 / 4:45
from transcript3:45 – 4:45
...large. Y axis was growth potential. And that was important for Stripe because it was a consumption based business. So if you were gonna grow at 200% year on year, you were more valuable to Stripe than if you were gonna grow at 8% year on year. And so
1:01:28 / 1:02:31
from transcript1:01:28 – 1:02:31
or it'll look like such a jumbled mess that you as the recipient can't really understand it. That's actually a signal that not only have they kind of boiled it down and they understand it, but they're not able to communicate it in a way that the rest
11:02 / 12:46
from transcript11:02 – 12:46
having the right aligner that you're willing, board and investors are aligned with the leadership and the broader team around, we're gonna go for this, or what level do we extent are we gonna go for this? And I think if you're doing sort of reasonabl
41:20 / 42:19
from transcript41:20 – 42:19
...Growth comes in. We're gonna literally scale very fast the first use case. How we do that? We start with paid user acquisition. Commonly one channel is gonna be meta. We scale to three, five k daily. This is where the algorithms start to optimize, an
12:41 / 13:46
from transcript12:41 – 13:46
of, okay, well, if I move this part of the system from a to B, what happens to the output and how does that differ between if I move, you know, metric B from A to B. And what that starts to tell you is like, well, the system is more or less sensitive
12:10 / 13:54
from transcript12:10 – 13:54
Headcount is just such a fundamental driver of complexity and of what your needs are. And headcount will follow on, obviously, for a revenue stage and fundraising, whatever else, but it is like a fundamental building blocks. And so just slightly arbi
15:50 / 16:55
from transcript15:50 – 16:55
Obviously, it's different for every company and embedding with the customer, as you say, is an integral Stripe. Are there other tools, materials, or resources that founders can provide to help shorten that ramp time in UAE? Yeah. I think it also depe
36:01 / 37:07
from transcript36:01 – 37:07
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
But, yes, if you're able to, like, graph that response curve and see when something goes from linear to start to decay in terms of response, that tells you it's like, okay. We're no longer getting an expected output given the input, and then we have
11:55 / 13:01
from transcript11:55 – 13:01
...framework, when you're managing your team Yeah. What are some of the key metrics that a sales team that's selling to startups or SMBs that they should be measuring against and optimizing for beyond just revenue since education
12:40 / 13:50
from transcript12:40 – 13:50
...on efficient growth that that I think is important to underscore as well is you want your teams you want the mass to be looking at both costs and conversion throughout the funnel and then also maximizing the ACV of every deal.
20:14 / 21:20
from transcript20:14 – 21:20
I feel like people move into enterprise and you immediately say, okay, I need a one to one SCR to AE ratio. I need a CSM. I need a TAM. I need a 10 TLA of roles. Right? So thinking through which ones are right for you. And then lastly is you gotta ha
14:17 / 15:18
from transcript14:17 – 15:18
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