The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 7 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Abouzeid: Top growth hires can clearly explain why their metric moved
“The thing that we screened for was, have you owned a number before, and can you verbalize what you did in order to make the number go up? And the best growth people we worked with all could verbalize exactly why the number went up. And they can walk you throug…”
Abouzeid: Do not hire growth talent without defining target metrics first
“It is not a good idea to hire a growth person if you don't know what number they're going to move.”
Abouzeid: Growth team members should each own exactly one isolated metric
“If you make one person responsible for one number and that one number is in a vacuum by itself, not touching anything else, It's very clear if they're doing their job or not. It's very clear if the things that you're doing are working or not.”
Abouzeid: There are no bonus points for complex growth tests over hitting numbers
“There's no bonus points for sexy. There's only bonus points for hitting your number. If you get your number by changing the button text, great. That's awesome. We should be really proud of that. We should celebrate that. We shouldn't just shy away from it beca…”
Abouzeid: Test Website Buttons Before Buying Expensive Personalization Tools
“It's certainly effective, but unless you're, it's such a big scale. Test your buttons first, right? Like that's a very expensive engagement. Take some time to implement it's, you know, focus on the buttons are already there and don't cost anything to test.”
Abouzeid: Aspiring founders should only leave jobs when an idea pulls them out
“Don't, if you just cut and run when you're sort of Marginally excited about an idea. Most people end up regretting it, at least that I've seen. So wait until the company, the idea, you know, the opportunity literally like rips you out of your seat, because in …”