INSUBCONTINENT EXCLUSIVE:
Tim Hsia - Neil Devani
Contributor
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Tim Hsia is the CEO of Media Mobilize
and a Venture Partner at Digital Garage
Neil Devani is an angel investor and venture capitalist focused on companies solving hard problems.
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contributor
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Welcome to this
edition of The Operators, a recurring Extra Crunch column, podcast, and YouTube show that brings you insights and information from inside
Our guests are execs with operational experience at fast-rising startups, like Brex, Calm, DocSend, and Zeus Living, and more established
companies, like AirBnB, Facebook, Google, and Uber
Here, they share strategies and tactics for building your first company and charting your career in tech.
In this episode, we&re talking
Growth means different things inside different organizations, but correctly identifying avenues for sustainable and scalable growth is a
priority for almost all companies
We&ll cover:
Defining growth and being good at it
Managing growth without losing sight of the big picture
How companies should approach
growth
To learn more, we spoke with two experts:
Isaac Silverman began his career as an entrepreneur before joining Zynga to work on growth
At Zynga, he focused on some of the most cutting-edge approaches to growth and development
He then moved to Postmates, where he focused on growth product and is now the head of rider growth at Uber.
Matias Honorato is a senior
manager on the growth team at Tally, a growth-stage tech company, and also brings his own entrepreneurial roots and experience at companies
like Earnest and Tradecraft.
Below is a summary of our conversation; check out The Operators for the full episode.
Defining growth and being
good at it
Growth as a concept and discipline originates from the term &growth hacking.& It can be hard to grasp as distinct from functions
and goals that usually sit with the marketing team or product development team and may be best thought of as a combination of both
We think of it as the domain responsible for designing, implementing, and measuring approaches to acquiring and retaining customers
It a mix of marketing and product, but also sales and data analytics, and sometimes even operations.
Great growth professionals can be
successful with a wide variety of work or educational backgrounds, and are most often curious, persistent, and adept at thinking
holistically, creatively, quantitatively, and interdisciplinarily.
&There definitely a lot of deep analysis and how all the pieces fit
together and there a lot of product work, and there a lot of marketing work,& said Silverman
&I think part of what I find so deeply interesting and engaging about it is it brings together everything
It really the exercise we go through, and I don&t want to overstate our role, but the exercise we go through is, ‘let imagine that we&re
the CEO and what are the things that we think are really important
Let see the whole picture and then figure out what are the areas that we should ultimately focus on within it.& So that is ultimately
deeply, deeply, stimulating and dynamic and changes on a day to day basis
And sometimes it more product manager-y, sometimes it more something else.&
Honorato said that to be a great growth professional, &you have
to have a really good understanding of your business, what are your goals, how the product works, how their financial side of the business
works.&
The responsibilities of growth teams range from simple tasks like split-testing marketing copy and landing pages to more complex
strategies like enabling the integration of a file storage and management solution into workflow applications and then subsequently
partnering with those workflow applications to acquire users and become a default solution
Being cross-functional in nature, growth initiatives often require resources and contributions from other teams like marketing, design, and
This can create conflict due to resource constraints and company politics, regardless of how small or large a company is
These are meaningful challenges before even evaluating the effectiveness of growth initiatives! Great growth teams must know how to navigate
these types of issues as well, making effective growth teams hard to build, but very valuable if you can build an effective one.
&I tend to
believe teams exist on spectrum,& said Silverman
&You got that sort of optimizer or specific functionality or specific parts of the funnel or whatever growth themes and then in the spectrum
you have, the entire purpose of the company after you&ve achieved product market fit is to grow
I tend to believe that a lot of companies think they need the former and actually need the latter… One thing that I want to make sure is
absolutely clear, the growth at Uber is the product of a very high number of very, very competent people, very diligently thinking about
their part of the business, and [growth is] a portion of that much, much larger equation.&
Managing growth without losing sight of the big
