Growth Hire
topic on 2 shows · 9 statements across 7 episodes
9 statements about Growth Hire, every show
Matt Lerner's best growth hires were scientists with zero marketing experience
“Personally, my best growth people I ever hired had no product and marketing experience at all. They were analytical thinkers, former scientists who had a bias for action and good people skills and start to get them stuck in on pieces of the problem.”
Narayanan: Startup's first growth hire must be a senior team-builder
“If you had to hire only one person, it'd probably be someone who's relatively senior who can hire everyone else. Or be part of the team, and so that you can actually get a team that can actually work and move a metric.”
Isford: Candidates skilled in both marketing and product growth are mythical unicorns
“I think it's a bit of a mythical unicorn. There are some folks out there who've dabbled in both. For example, in some of my earlier work, I was more focused on growth marketing and now in my later work, I'm more focused on the product side. But in general, esp…”
US first growth hires command $150k to $250k cash plus equity
“In the United States, which again is maybe not an assumption that I should have, but in the United States, I think it's a reasonable assumption that a 150 to two 50 cash and then some sizable equity packages is the range that you're looking for.”
First-month growth quick wins like new notifications are a red flag
“If someone's just coming in and, you know, launching a new notification in their first month, they're probably looking for the quick wins that kind of show that they're looking they're making progress, but not Things that are actually going to lead to long-ter…”
Duboe: Covering up failed experiments is the worst growth practitioner flaw
“For growth, one of the important things that you're looking for is somebody who's not afraid to fail. Right. Failure is part of the experimentation process and actually like the worst thing one could do in a growth role is go and try to cover up failures or ju…”
Interviewers should intentionally challenge growth candidates' case study proposals
“Within the questioning, what I would do is I would actually counter and say, I think one of these experiments is much, much better. And these are the reasons to see if they actually have a strong point of view, to see if they're not scared to actually say, hey…”
Fishman: Growth hires should learn month one, strategize month two, align month three
“Month one is basically learning, building relationships, evaluation of the team. If there is a team month, two is typically iteration and improvement on the growth strategy. Or creation of one if it doesn't exist. And then month three is really like longer ter…”
Fishman: Great growth hires arrive on day one with a plan
“One of the things that separates the good from the great is a lot of the best people that I've worked with, they come in on day one, and they've already been thinking about the business. They've got a plan. They've done some homework. They've done some learnin…”