head of growth

“You don't want to bring it ahead of growth to start Kindling things. You want to bring it ahead of growth to like really start the fire.”

“There are perhaps 50 people that are capable, that have shown previous, like, head of growth experience, and they're not going to join your company until they've seen that you've already prioritized growth and shown that you value it.”

“On the other side, I also think that not putting any pressure of growth on your original founding team of those First, 30, 50 people is a mistake. If you immediately hire head of growth or growth team and say, Hey, none of my PMs, none of my marketers are resp…”

“I believe, for example, that it's founders responsibility to come up with original hypothesis for growth model. And then everybody immediately goes into, I need to hire head of growth. Wrong. Because you need to hire a settler. You need to hire a settler that'…”

“Nobody after successfully running growth teams for two successful companies ever wants to do a third time. It's the same thing, and it becomes boring and repetitive.”

“I wouldn't even consider hiring ahead of growth or building a growth team until you have a clear indicator of product market fit, which is some amount of exponential organic growth.”

“Personally, I don't think you should be a head of growth as a solo practitioner. Cause like, yes, you're the head of growth, but like you're, A one person show, right? So I tend to think of the role more in the latter camp, which is like a manager of managers,…”

“If I were designing from first principles, I would say the head of growth reports to the CEO meets weekly and is flagging issues and also discussing potential, you know, strategy changes and approaches at a very high level.”

“You should know within, within three to six months where the wind is blowing. And of course, like people are unsuccessful for lots of reasons. I've been unsuccessful in my career plenty of times. You really need to ask yourself why are they unsuccessful becaus…”

“I wouldn't even consider hiring a head of growth or building a growth team until you have a clear indicator of product market fit, which is some amount of exponential organic growth.”

“So a lot of the people that you look at that were head of growth, We're just really early employees that took an interest in that area and then scaled a team around it.”

“There are perhaps 50 people that are capable, that have shown previous, like, head of growth experience. And they're not going to join your company until they've seen that you've already prioritized growth and shown that you value it inside an organization.”

“I don't think you necessarily have to have an amazing onboarding set up for this new head of growth that you're hiring. And again, if it's an experienced person, they'll be able to figure out a lot of it on their own.”

“On the other side, I also think that not putting any pressure of growth on your original founding team of those first 30 50 people is a mistake. If you immediately hire head of growth or growth team and say, hey, none of my PMs, none of my marketers are respon…”

“I kind of 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, important piece. Like essentially the growth te…”

“So I really believe very strongly that your first head of growth is your founder, and their first hires, I wouldn't start by hiring somebody senior.”

“I probably would not hire that Silicon Valley. Why? I think what you need to bring to the table is hunger, is lots of dignity, lots of dedication, lots of experimental mindset, and you cannot get there when you basically worked for, like, best-in-class compani…”