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16 results for “team scaling”
...team? I think at at some level, I strongly believe in the principle of Metcalfe's law. And for those of you who aren't aware, the Metcalfe's law is the notion of in a communication system, the number of nodes in a communication system mean that the c
19:50 / 23:24
from transcript19:50 – 23:24
scaling with tools, not people. But I still see companies, and I'm still talking to founders that are like, yeah. We're gonna you know, we're 50 people. We're gonna be a 150 people next year. And I'm like, could you possibly do that with a 100 people
1:18:45 / 1:19:50
from transcript1:18:45 – 1:19:50
...team and be hands on in the same moment. At that point, they still can operate like a separate team sitting on the the founder. They're rather lean. Once they scale,
40:26 / 41:36
from transcript40:26 – 41:36
...in the scaling phase is you're sometimes so desperate to fill certain roles and you're under pressure and you have so many biases, especially as a founder, that you're fighting against that you find yourself optimizing just to say yes when you should
18:00 / 19:04
from transcript18:00 – 19:04
...team. So just to summarize a few of the things you just said just for folks, you basically have seen startups look for a head of growth to join and solve their growth problem. And your insight there is just almost always almost always that is not gon
11:13 / 12:22
from transcript11:13 – 12:22
...team sitting on the the founder. They're rather lean. Once they scale, what the rule of thumb is, one UI manager per one channel, matching the number of growth PMs, and it becomes like a department. At that point, Paltap becomes fractional. It means
41:13 / 42:18
from transcript41:13 – 42:18
...team now where we are trying to bring a lot of our go to market and engineering in every location we are at. So we think we can parallelize that, building in Brazil, in Japan, in India, in Mexico. So we are really going to that local new ones too, wh
53:11 / 54:29
from transcript53:11 – 54:29
...team that handled customer support operations for some different Facebook teams. The people that stood out in that, where they could get things done, both kind of within the teams that they were working on, but then actually impacting kind of the cor
22:07 / 24:33
from transcript22:07 – 24:33
...team have to figure out how to make it grow to the first, let's say, a 5,000,000, 10,000,000 in ARR. Some of the companies don't even create growth teams until they're a $102,100,000,000 in ARR because to figure out your product market fit and how to
8:57 / 10:09
from transcript8:57 – 10:09
do I get, like, young growth engineers, or do I get, like, seasoned growth exec like you or Casey? Yeah. So when to hire? I think, ideally, you wanna do it post product market fit. In the beginning, you're trying to create value in your product. It's
13:29 / 14:31
from transcript13:29 – 14:31
...his team. He's talking with me about growth and hiring for growth. I suggest him to hire a growth PM right now even before raising the series a. Why? Because for his product, that collaboration, that viral growth is so critical. It's almost part of t
16:32 / 18:25
from transcript16:32 – 18:25
...And then the last piece is the growth product team, where I have growth product manager, engineer, designer, analyst. They work on all sorts of experiments. How to make sign up flow more efficient, how to get new users onboarded quickly, how to incre
12:32 / 16:31
from transcript12:32 – 16:31
...a few 100. So across our nearly a 100,000 employees, we have less than 1% of the employees in the growth team. So if you go into Instagram, in specific their growth team, there's 25 people? I don't know the exact numbers, but it's not huge. It's a sm
10:37 / 13:08
from transcript10:37 – 13:08
...a few 100. So across our nearly a 100,000 employees, we have less than 1% of the employees in the growth team. So if you go into Instagram, in specific their growth team, there's 25 people? I don't know the exact numbers, but it's not huge. It's a sm
10:37 / 12:30
from transcript10:37 – 12:30
...growth team. If you have any good anecdotes about what that looks like, not only from a time frame perspective. Imagine, like, I just have the basics of a playbook. You sometimes call it a question sheet framework, something that is just functional.
27:45 / 28:50
from transcript27:45 – 28:50
...who can build a team and pretty low ego. That's really important. And, obviously, you want someone who's a culture fit, who will have high integrity, etcetera, etcetera. So execution,
20:58 / 22:17
from transcript20:58 – 22:17
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