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12 results for “scaling timing”
We want a high velocity, and we need to move on. But also, sometimes it takes a little bit of time. Content in particular, I would say twelve to eighteen months. Yep. How do you think about enough time but not being slow? It goes back to the portfoli
8:58 / 10:07
from transcript8:58 – 10:07
Or we could just run everything at once, kinda use our gut, kinda use our past experience, and, like, hope that it worked. And we ended up going that that latter route, which was definitely the sloppier route, the less rigorous experiment. It did end
8:12 / 9:17
from transcript8:12 – 9:17
expand. I come in as an entry product and suddenly I'm using four or five. Does it really matter and can it not mislead you? Actually, the day to day metric and ratio we're really thinking out is CAC to payback period rather than CAC to LTV. We set d
35:56 / 37:43
from transcript35:56 – 37:43
Most of growth loops spin out, their ability to produce meaningful results for you within the first five to six to seven years. So continuously overlaying those different growth models. And what I'm specifically talking about is product led growth, m
53:12 / 54:16
from transcript53:12 – 54:16
And the way we set it up is each different channel has a marketing lead, and they're thinking about this ratio. And if it's positive, that basically means they should be putting their foot on the gas as quickly as possible. You're exactly right, thou
36:29 / 37:45
from transcript36:29 – 37:45
...timing. It's not about the hour of the day. It's about the best timing for the user to get that notification. It should it should be relevant. It should be turned to some kind of event.
50:14 / 51:16
from transcript50:14 – 51:16
...and scaling out to new channels. You know, the growth has to be fundamental to what the product experience is today. And I see a lot of sometimes founders come to this problem and say, oh, I want a growth team. And what they're asking actually asking
14:18 / 17:43
from transcript14:18 – 17:43
So they give convenience and remove by removing friction, but you're able to prove incremental value. Because if you do one, not the other, you don't grow. If you give value but it has too much friction, people will not use it. If you remove friction
41:59 / 43:01
from transcript41:59 – 43:01
Basically, the idea is to have a very strong team that amplifies those tools. Someone here who is, like, on it. Someone who is saying, cool. So now let's test this. Let's try this. Let's see if that bring us into a different speed. Those are more gro
35:59 / 37:01
from transcript35:59 – 37:01
saw some opportunity in one of them and they went again and they came back to you three weeks later or two weeks later with some development of those two project. And eventually in six months, you will be happy with what you got. Today, for example,
48:45 / 49:45
from transcript48:45 – 49:45
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
But every five years, something big has to start taking a big portion of your volume. And for that, every 18 years, you need to introduce something new. Sorry. Yeah. Eight 18. For every 18 months, you need to introduce something new in order for it t
55:29 / 56:46
from transcript55:29 – 56:46
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