 to be here. I do have to say there's like one rule I try to go with which is never follow a speaker with an accent because there's just like nothing I'm gonna say that's gonna sound as good as someone with an accent and then to follow someone who's funny that also danced like I feel like I'm set up to fail but we'll give this a whirl. I'm very excited to be here as Ran mentioned long history with Moz, big fan of the community that Moz has built all of you and also this topic is something I am particularly obsessed with and if you ask me what do I spend my time thinking about it's this it's it's how do you organize for growth it's literally right here all the time how do you stand up the teams how do you hire against them how do you systematically approach scaling channels and so that's what we're gonna talk about for the next kind of 30 minutes I do talk fast I use my hands a lot I'm an east coaster so try to let it you know hit you let it flow over you and if you guys have questions after we can always find each other later and talk about it as it relates to your business or your channel or your team so kind of jumping in as madam mentioned we can talk about class pass another time but we are based out of New York we're a very fast growing company we're about four years in but we've grown to over 200,000 subscribers we have a community of over a million we've been able to kind of launch different products scale to 39 cities there's been a lot of growth and a lot of hard challenges along the way that that kind of contributed to that growth and you'll hear about some of that today but out of that also comes a lot of great assets that you can use for growth and so we're going to talk about how you can actually mobilize around specific assets you have at your company to get what I'm calling inflection growth and that's what we want to tether to when we talk about what is growth today I'm not just talking about up into the right and it's not that I don't love incremental growth I think it's great I think it's great that if you know today you have a dollar tomorrow you have to that's valuable your businesses are growing up into the right that's great but what we're really after is inflection opportunity for growth it's shifting the momentum your company has so that you can build into those margins you can pull more money in and reallocate and distribute it in new and exciting ways faster than your competitors so you can win the market so that's the type of growth we're talking about today redistributing the margins that you're building so that you can grow faster than your competitors and hopefully so that you have a transformational year because that's what we're all after right we don't want to be second best in our arenas we want to win the market and to do that you have to be better faster and more resilient than any of your competitors that you're fighting against whether that be channel platform campaign it doesn't even matter there's only three ways to grow a company we all know them right you either acquire more people everything to do with acquisitions leads emails eyes traffic interest demand or you retain them longer right we increase their LTV we keep them in the ecosystem we redistribute their excitement into our ecosystem we get more activity more engagement or we monetize them differently we increase their output right their average revenue per user that could be a cross sell a side sell an upsell whatever it is these are the only three ways to grow and it feels so simple everything we hear for all these days and everything we do in our rooms all the brainstorms we have fundamentally the tactics come back to these three buckets so why does it feel so damn hard in no matter what happens i'm just shocked like we have a great quarter i get in the room with my cfo we re-forecast i see my next quarters plan i'm with my team right so i'm like faking it i'm like we're gonna crush it this is gonna be great look at last quarter we're gonna do great then i go home i like shut the door i sit on my couch and i like what's going on how am i going to hit these goals what is going on i don't know i'm out of tricks i've tried all the levers i've done all the tactics i i need something even bigger even better it's just always more and more it feels so hard and there are reasons it feels hard there are things that have fundamentally changed and shifted under us that have made it harder for every marketing leader in the room whether you're leading a team or a channel or a platform or you're just a high performing i see that is responsible for a very important kpi everything we know is really changed and these paradigms are actually staring us in the face as we think about how we want to grow our companies so i want to talk through just a couple of them before we start to talk about ways that we can work around them and through them so first and foremost is ownership who owns growth at your company my favorite question i used to ask this because i thought it was like provocative to ask in a room don't do that no one likes that person no one they're just like right and the reason is is because we used to own it eight to ten years ago it was very clear because we acquired new people it was all about cpc cpa cpl cpes we brought them in and you know my my background's performance you know that's where i started 15 years ago and i used to bring people in and throw them over the fence i'd be like good luck product i hope you do well and then i was like whoa we own it together right so all the platforms that came up it was mainly because there's all these different platforms we can acquire into and there were better analytics tools that showed us we could actually come together with the product team in early life and activation increase our cvr's whether that be trial conversion however and we could also increase the ltv mainly in that early life activation and so we started to come together on our roadmaps and we both owned growth it was a shared goal and then we realized to do that we had to build into the platform so we had to bring engineering in the room because we couldn't just build something hacky in the beginning and then not have it built into the back end so we had to bring in the engineering stakeholders and then we realized we needed oops then we realized we needed to bring in the analysts right because all this data had to flow full funnel and I had to understand everything from beginning to end to then come with a recommendation on how we were going to grow the company and the real problem there is that's four different teams with four different roadmaps and four different stakeholders and all of them feel responsible for the outcome of growth and we'll talk about all the dynamics that come from that and ways to organize around it but this is a fundamental shift that just wasn't there 10 years ago the second biggest change is the organizational structure itself i'm always shocked by this because you know i'm lucky enough in fact we just heard from Matt and he mentioned reforge which is a great community of growth leaders and we get in a room often i fly to san francisco to sit down with these people and you're like what is this room going to talk about all these people that are solving growth at their own independent companies it's always organization who who sits where who works with what who owns what roadmap you know like it's always about how do you organize what's the title who what type of person you hire in um and it's hard this was one of the first published team formats linkedin came out with it many years ago about what their growth team looked like and look it looks fundamentally different it's not a traditional map that we would expect a team to see you've got kind of seo as a squad it owns seo cro public profile you've got network growth as a squad people you might know virality connections you've got onboarding as its own squad with activation early life and intent discovery and then you've kind of got comms which is basically touchpoint management with you know push and resurrection now these four squads are very different they're cross discipline right they've got product they've got marketing they've got cx or customer experience and the real challenge is linkedin publishes something like this and they grew very fast and our ceo's hand assists and they're like build the team and i'm like but i'm not i don't even like work at linkedin but that's not a we're not even a marketplace you know like and you just you're like okay i need to organize differently but i don't know how and we can't find the right roadmap like we we try to look at our bag of tricks of how we've organized teams in the past and it's not quite working and that's a huge challenge that faces us what we have to end up doing is actually thinking about the functional skills when you build these independent squads and we'll talk more about it you need to have someone who's creative so understands customer experience you need to have analysts represented someone who can think through how the data is going to be collected and leveraged you need to have someone who's technical in the room so they can tell you if it can be built and how long it will take to scope that out and then you need to have someone and i like to call this loosely intuition this is a big mistake a lot of companies make they they have these people at companies that have proprietary knowledge that know all the things that were tried all the things that weren't tried and all the gaps in the way they track in the systems and they put that person on a legacy product they don't bring them into the new exciting ideas or the new products or features because they know it so well and the problem there is that person has the best intuition in the room that person is the proprietary knowledge that can help solve some really big problems so these new squads that you form as you organize around growth have to have all of these stakeholders represented and that's really hard to do the third biggest change that's happened around us is you need to know who to hire i mean we're all incredibly lucky everyone in this room is in a discipline that is needed right now all of you get jobs every day i'm sure offered to you we know a domain that is going to grow and scale with the world ahead of us and that is an exciting time the problem is all of the other companies are also hiring really great people they're also hiring all of us and we're competing with the best and brightest minds because an exciting domain for people to get into we do need to hire different people and rand actually introduced this to me a couple years ago i've since used it many times which is the idea of the t-shaped marketer we all know that pretty well we're in marketing you're really deep in one domain but broad and most i actually extend that to be a t-shaped hire in general and i make the really deep domain marketing and broad and the rest so what you'll actually see is the best people to put against growth initiatives or to organize around culturally for growth tend to be someone who knows either product or marketing or analytics really deep but they tend to also understand product and engineering and cx and ops and finance and pricing and they have a much broader skill set they have curiosity about them and that does a couple things one it builds a lot of empathy and you're going to need that because all these teams are going to have challenges when they roadmap and score it also builds a lot of interest on how you can grow together and how things can integrate and that's when really magical things happen right is when we integrate all of our different platforms and we get views and insights that our competitors don't have and that takes a different type of hire it's someone who wants to step outside their domain so all we have to really do right like fundamentally change how we organize how we roadmap and plan and who we hire that's like not that hard oh yeah we also have to do this with beautiful marketing on a budget with limited resources quickly effectively and better than anyone else in the world like feel free to just freak out you all just read the asterisks but like it's so hard i mean i'm still also trying to do the best seo in the world the best ppc i'm trying to stand up the best campaign for holiday i'm trying to understand if i should refresh my brand or not i'm still trying to like coordinate with cx on who owns social cx i'm doing all of that and i'm trying to reorganize my team find new hires that have a growth mindset and systematically set up to scale faster than any company in my domain that's why it's so hard the good news is it can be done and even better there are patterns the fastest growing companies in the world have similar patterns and what's so great about today's sharing economy of information is that they share it they do retrospectives on what and how they grew their fast their companies so fast and they share it and so we can actually look back at these companies that we want to emulate and you see that they invested similarly at the beginning they didn't invest similarly at the beginning they organized similarly at the beginning they hired for certain types they culturally created different systems and that's what i want to talk about today that's where we're going to go so i'm going to throw a ton of tactics at you right now things that i've seen work things that i've personally experienced that didn't again if we have questions at the end or if we have time later tonight like we can dig in on it first and foremost the fastest growing companies in the world invest in the views that matter and they did it very early very early in their company it became a dna fabric for them this is the most useless graph in the world i hate this graph and the crazy part about it is this is a growth graph it's up into the right we get them every monday right our team send us these graphs don't worry you guys it's growing just like it did last week week over week at two point two four percent this is the second most useless graph in the world it just compares channels it just doesn't don't worry that channel still two point five x more than that other channel and it's kind of crazy to me that we're still reporting on this and in fact we heard a little bit about this yesterday during one of the email presentations we're joining kind of said like it's not about the vanity metrics or the things that are working but are you turning your eyes to the metrics that aren't are you turning your eyes to the metrics you're not even tracking right now that could fundamentally help you understand the system better and this is the real reason it's not even so much that the graphs don't help us identify what's not working or what we should be looking into it's the time that's wasted and this is the theme of fast growing companies if every monday your channel owners are reporting out on those useless graphs because that's what you always do and you need to know if something's changed and they lose half a day half a day every week is two days every month which is 24 days a year which is a month you just lost a month of someone you hired to run a channel to grow your company and your competitor if they don't lose that month because they figure out a different way to report a systematically different way to look at the at the data and a way to do it in a just a better more holistic way which we'll talk about in a second that's a real problem that's how you lose that's how you lose your arena so what does that look like for real let's talk about it first and foremost is the full funnel view and i can't stress this enough in fact somewhere in this room is matt park who's our director of growth operations on my team his team is responsible for so much of the success you're going to hear me talk about today and what he's been able to do is bring analysts data scientists and integration specialists to the marketing team and connect our systems every platform over here for acquisition is now tied to my engagement metrics for my product i know the ltv of my paid advertising creative i know the referral of the customers that come off a certain campaign and promotion i need to know this that's where you identify the magic the full funnel view and that's hella hard to stand up and maintain and do it in a way that everyone around you knows how to do it and where to look for it so you have to bring the front dashboard to all the data every marketer needs to be able to see the full funnel if they only know their channel or their silo they won't be able to see the magic and these smart people need to be able to see it to come with the great ideas you need to have the cohort views you need to revisit your attribution many of us still work on last touch because it's really hard to redo attribution you have to work with your finance team you have to redo your historical views all your reporting has to be recategories that's why it's hard that's why the best companies do it and that's why they win six months of redoing your attribution model is six months of redoing your attribution model it's exactly what it is sign up for it do it with vigor like it's so worth it you know you have to be able to understand things like network effect and virality we can't we convolut these a lot as marketing we work with our product teams and they're actually working on network effect which is bringing someone in adds value to the product and they start to organize around that in early life and onboarding where they capture information to make the product more accessible and better what they don't necessarily build for is virality or k-factor and that's the idea that when someone brings when someone comes in they bring in more value than themselves so one equals one end it's a referral it could be a share it could be some sort of moment that's going to drive my acquisition funnel into a higher and more fast-track momentum if you aren't working with your product team to think about that in the first couple moments of your product platform you're in trouble because the companies that do that do best and that builds a flywheel that i could never buy into my cat could never be as low as that moment right but you have to build into that you need to understand your growth mix and cannibalization how do your tiers play against each other we always say to ourselves especially in subscription business but every model has it up self right get them to use it more what if it's actually better if someone's low usage to drive them down and redistribute them in a different monetized way take that money reinvest it in your margin and grow in a different way like you need to understand the full system you can't just assume best like best practice of like moving them up or getting more money from them you might actually need to put them where they need to be and find a different way to help that serve your business so all of these things are really hard to do but these are the views that matter the tenure journeys you do we often think about early life midlife late stage ltv maybe something like an rfm analysis is important with recency frequency and monetary maybe you think about what their nps is and if you move them from a six to a seven what that means for their ambassadorship and their referrals and their social networks those are the views that we have to like challenge our teams to systematically standardize and then report on in our front end dashboards this shouldn't be impossible to get to this should be Tuesday morning over a coffee of reviews because we're smart people and we see this our synapses are going to fire in great places the second one and this is one i learned the hard way because i was the opposite for like seven years growth as a decentralized responsibility very provocative statement half of people in the room are probably like no growth is a centralized responsibility but it's not true in my opinion how you organize is either going to fuel or kill growth there's no way around it oftentimes i sit down with someone over coffee and they talk about how you know how am i going to set up for growth and i'm like well how are you organized right who owns growth how does it look like and it tends to be sitting in this one team they want to hire like a vp of growth or a chief growth officer and that person is going to like have tentacles and all these other teams that's very hard to organize around long term and instead then you kind of start to look like this it's just the very standard right every team has a roadmap has a leader has their own marching orders their own okr's and the problem with this is it might wrap around to be the same two or three big lovers for the company but probably not the chances of one of these squads fighting with the others and actually doing okr's that wash each other out is probably what's going to happen instead you need to organize like this growth is a decentralized responsibility knowing the two or three lovers that matter most for your business and when i say lovers i mean what metrics that you move will give you the most margin to play with and redistribute into your business to fuel growth i'm not sure if you guys have read the book the one thing but i love it it's a great book it basically asks the question what's the one thing you do today that will make everything else easier that's the metric that you decentralize bringing squads from cross disciplines around and and and work toward so we did this actually in january of this year we wanted to make runs against our cac our turn in our burn at class pass we wanted to have a transformational year against these three metrics so we blew up every team's roadmap that was terrifying by the way a lot of emotions to work through but it felt like the right thing to do we brought the whole company together and we're like we are not letting these three metrics incrementally approved for the rest of the year we're going to fundamentally change them in the nine in the next 90 days so what we did is we gave each of them a czar the program manager then we gave them each their own working teams cross disciplinary cx plans and pricing product engineering marketing creative product design ops we put them into rooms we got out of the way the leaders got out of the way and we said come back with the waterfall of ideas that you think can actually move the needle on these metrics it was beautiful the ideas they came up with the way they leveraged each other's teams tools and hacks and manual processes the way they offered up help the way they traded temps even it was beautiful and in 90 days we transformed all three of these metrics cac dropped by over $25 churn dropped by multiple basis points to the headline burn improved over $400,000 a month and it was because they could see areas because they're closest to it and I got out of the way I didn't I shouldn't have to approve these ideas I don't even know what I I don't know it as well as they do but you have to create different product that is like this feels culturally scary to a lot of companies it feels impossible for big companies but why why is it actually impossible so how do we do this you have to identify the metrics that matter the whole company needs to know those three or five things and you have to agree on them there can't be 10 you need to have a full-stack team for autonomous support you need to have some sort of driver for this roadmap management because someone does need to be accountable for progress and lack thereof some of the best meetings we had is when what we thought would happen out of one of the tactics didn't got everyone back in the room we met once every week with the full squad that's an expensive meeting best meetings we had you make real progress you have real debate you disagree and you commit as a group and you move forward you have to decentralize the approval cycles I can't be involved because I can't scale you have to be able to move faster than any one approver can go you have to productize experimental design so this is super important every company in here needs to understand what does it mean to run a test and then make sure that all your squads understand what it means to be stat sig how we're going to leverage it how quickly we're going to run against it do we need to validate it does there need to be a second test is the msa specific what control group exposure are we going to use and then once you have the experimental design every team can run more tests autonomous which is what you're really after and then you're gated by okay our achievement until you hit the metric you don't move on because it's the most important metric it's not quarterly it's not half a year it's the most important metric it's your lifeblood so hit it and then move on the third one which is something class pass learned and many companies learn and it's the hardest is that nothing is precious the fastest growing companies in the world know that nothing is precious not a person not a product not a feature not an audience not a community not a city they're ruthless and how they prioritize because they do what's best for the business at every turn often the hardest and most complicated business decision is the one you have to make and you have to make it right now and i guarantee you many of you in the audience had something just pop into your head and you're like oh it's like she's talking to me yes that decision go back to your team make it stop putting it off stop kicking the can down the road which is what we do oh that's just so complicated i can't get to it it would be too painful it'd be a horrible press day i can't go there that's where your growth is sitting it's taxing your brain it's taxing your time it's taxing your resources class pass had this a little story here i guess still very emotional to talk about but we had this amazing product it's the product we were famous for many of you might know it because we're actually in seattle ninety nine dollar unlimited product so you could go to any studio fitness in your area as many times as you wanted in a month for ninety nine dollars beautiful nps of north of seventy growth out you know double digits month over month scaling to all these cities tons of press support tons of beautiful lengths and ambassadors ship and just good awesome consumer love one small little problem that was an unprofitable plan for us it was sinking our business and even more so to try to get around that we had to go to our amazing product team these epically bright minds and say can you build features that stop people from working out can you go against the very mission in which our founder started this company and it killed everyone every day to try to scope out product features that hurt our customers and so we tried for a year to figure out how to make this work and it was a taxing decision we launched new plans we launched new features and we just needed to sunset the product we needed to kill the product we needed to trust that we had value outside one product and that we could build other plans the world wanted and that's what we started to work on and that worked it was a hard day that led for a couple hard weeks i put up some of my favorite tweets we have a very creative community beautiful gifts very humorous it was a really hard day honestly the hardest day of my whole career mainly because i had to watch 200 awesome class pastors experience what it feels like to let down the people they wake up to to serve and i would do almost anything to never experience that again except for that i would do it again because it's what the business needed you have to make that hard decision there was no way around it you just got to sign up for that tour of duty and get it done you have to manage the dynamics manage the people manage the customers manage the press the partners the board it's hard a lot of other companies have done this right pinterest was tot the founder wanted to build tot the problem was mobile payments weren't ready that wasn't a real thing back then he had to shift his point of view he deserved the world in a different way twitter's been a million things they've made a million executive decisions hires and fires bringing people back in they're making the right decision the hard decision the best they know with the information they have at the time and we can't judge them for that because there's a lot of other companies that don't stand up and make the decision and if you want to be a fast-growing company you have to trust that you will figure it out and make the hard decision how do we do that for real you have to get ruthless on product prioritization if there's a feature in your feature suite that is built just because you wanted to build it but customers don't love it stop investing in it sunset it or some people love it and those people are special let them know it's going away and that you'll you'll find a way to make them happy revisit prices often most companies only revisit prices one to two times a year you should be doing it at least every quarter if you've established pricing power in your industry raise your prices if you have that much value for the world let the revenue be the proxy for the value you've built take that money reinvest it back into the product and serve them even better don't be afraid you built something valuable you can't lose yourself in partnerships i've done this at multiple companies where especially when you're early or you're a consultancy and you're serving clients you trade on the logos you get that one great logo that fortune 500 fortune 1000 and it buries your company because it takes all your services all your creative all your time all of your management has to spend your time with that one partner because they expect them to be in the room fire that partner fire that fortune 500 trade on other logos trust that you'll figure it out this next one's probably the hardest it's fire the wrong people hire the right ones time and time again we get caught up in this one or two people are the people or the five people or the 10 people and when i talk to someone you hear this because they say they go into a room and that's a great idea we should do that but so and so won't like it so and so will never get on board so and so will hate that idea do yourself a favor and fire so and so thank you didn't expect a clap but i like appreciate that it's so hard but it's better for them it's better for you and you have to trust that your company is better than any one or two or five or ten people and you have to do that great leaders make the decision you have to structure around the outcome and not the people that's the other thing i often have done in my past i've loved a certain person they're really good at their job and i structure my team around them no i have to structure on the business my rule is i need to do what's right for the business while trying to do what's right for my people and that's the hierarchy i've signed up for as a leader it's the hierarchy that is expected of me to drive growth the fourth one you have to play to your advantages obsessively this one is again something i didn't do earlier that now i'm like all about and you see this time and time again fast-growing companies point to this as what they did early they do not build for building sake you come in as a growth leader you're like ah i could stand up all these channels i'm going to have a really diversified acquisition portfolio it's going to be beautiful we're going to have redundancy in case anything happens or there's a penalty it's going to be great you start hiring people and specialists and standing it all up and it's beautiful that's not how companies grow inflection opportunity growth instead they go deep on what's proprietary to their company what do you have the opportunity to win at that your competitor could never touch go deep on that exploit it get such a handhold on it that no one else could get there then you move on and you stand up the beautiful acquisition portfolio so when i got hired at class pass here are the things i did not do in my first year as cmo pretty much marketing i just didn't do the marketing and in fact i killed a lot of things that were in flight for a consumer company that has a ton of excitement and brand equity i shut down the influencer strategy the ambassador program i killed corporate programs and partnerships she got a ton of a ton of inbound interest on killed events shut down conversations on out of home redistributed my brand investment i basically shut it all down because i wanted to invest in what i knew no one else had word of mouth people that work out love to tell the world they worked out humble brag i do it every day if i get out of bed at 7 a.m i'm telling you i got out of bed at 7 a.m i also bring people i know love to work out and we work out together because it's a it's a communal thing it's an exciting you know endorphin driven thing that that's what our business has you have your own thing and i went deep i build the refer friend v2 v3 i launched an invited friend program we launched sprinkles which is like social trust throughout the product uh we launched a social layer connection so i could see where people were working out with studios they were favoriting uh book with friends feature so we could book together i rewrote the reservation system with my product team as a marketer i gave my engineers to those features because i knew that it would play into my acquisition flywheel that's what you have to do you have to go deep in the thing your company has to build yourself the runway and the margin to go broad the best companies in the world have done it dropbox with referrals etsy with partners linkedin with cro wayfair with seo pinterest with affiliates you think about that first two or three years that they got an unexpected advantage in market they went deep in a channel that worked for them and they got a stronghold on the market and then they went back and stood up marketing which is hard so how do we do that for real this is probably the hardest part for one like most importantly stop building just because people tell you you should build or because we tell ourselves we should build because we're builders it's really hard to see a channel that's not beautiful and just be like i'm sorry you're not beautiful good luck you know and it's really hard to sit in a room with the board member where they tell you that their other acquisition portfolio companies crushed it in abc and why aren't you doing abc and you stand there and you're like because i'm not you know that's the standing up that's kind of you know it's it's the conversations with taro's talking about being the ceo having the the spine to stand up and say i know what i'm doing and i'm doing it and it's gonna work you need to know your proprietary advantage you know class pass has this beautiful set of reviews we're going to go deep in what that can do for our business because no one else has these reviews you need to educate your teams on these levers so that they can see again the open green field the magic opportunities you need to organize around these proprietary advantages we're going to have an entire set of squads and teams around reviews and ugc because that's not advantage to us and we've already done this in fact i was talking with matt and he's going to stand up his own focus around understanding k-factor and virality because that's one of our advantages i need to know everything there is to know about that metric at our company so that we can think at a level that no one else can compete with so those are just some of the ideas the fifth and last one the the kind of pattern that you see and this concept we actually heard a little bit about it today which is evergreen testing to make your case this is just a straight up tactic to take back and here's the problem we as marketers align to the product team and so we actually do our road maps when they do theirs and that could be on a three month or a six month or a one month rolling basis so then you get just done with a quarter you start another quarter and you're starting to do your road map and all of a sudden they're like so what should we build and you're like we need to build this that's where the growth is and they're like what's your proof and i was like i just know it and they that's not enough how how long will it take is a small medium or large and you're like i don't know i haven't scoped it and they're like okay i can't plan for this so let's just revisit the next quarter three months gone your competitor just built it you just lost you need to be ahead of every planning process at your company as a marketer which means you have to allocate a percent of your time every quarter throughout the quarter for evergreen testing and business case making then you come into the product product planning process and you're like data look at what it could do for us here's the business case here i scoped it with you for a brief i've done some light wire frames let's go build it and they're like let's do it here's a great example this was the example of the q2 road map against growth at class fast in 2016 and it's nine things they were about nine very awesome important things but they were nine things this was the q2 road map for 2017 everything in yellow was growth and it's because we spent a year figuring out how to pre-plan and make business cases this is done through manual tests bringing in temps customer surveys and what you see is i have some of the acquisition squad on growth the engagement squads on growth the plan and pricing squads on growth the systems teams on growth i stole some engineers from the studios team and they're on the b2b side like you just make the case for it and the company will mobilize around the most important case but we have to do this for them it's it's what we owe them as a partner so how do we do this organizing thesis brace uh base brainstorms cross team is super important because what you don't want to do is bring a great idea that has had no one at the company involved but marketing so something like i think we should open up the app because right now it's locked you know what does it mean to open up the app let's bring in anyone that wants to talk about that and think about all the great apps we love in the different ways that they're open platform model home tour freemium let's talk about all the models and all the things we love coming out of that brainstorm you've already got buy-in you've got interest you've got passion you're already way ahead of the game we also need to be allocating about 20 percent of our ongoing central resources to testing so central resources copy creative could be analytics about 20 percent of my creative stack is constantly testing against next quarters roadmap so that might be something on onboarding it might be email it might be abandon cart campaigns whatever it is so i can go to product and say i need to productize this i've been running it with manual temps we're seeing a point and lift or two point reduction to headline churn this could be huge you need to build the pre prioritization road maps you need to scope the product ask for them ian talked about this yesterday and content we are a partner to these teams we owe them what's in our brains they're not they're not asked to solve it for us we owe them every idea and every great benchmark out there that we can find we package it up and we're like let's have a conversation about this that's us being a good partner to them you need to map to more than one okr multiple ones is best to make the really strong business case that's growth three levers trifecta if you can affect all three those are the features your company should be building and then this kind of evangelism right everyone on my marketing leadership team is expected to spend a good amount of their bandwidth working with peers educating them on what we're excited about the areas we're nervous about the gaps that we're behind what our competitors are doing and why we think we could win if we just did x that's them with drinks and coffees and lunches and walkbys it's all the things that you need to do and you can't ignore it because this is a team you know so wrapping this party up it isn't about the tactics we know this it's not about the platforms we know what growth isn't we know it in our hearts but what it is is hard it's investing in growth as a machine it's hiring these creative resourceful low ego people that want to solve a problem and run super fast relentless execution obsessive reinvestigation of what they're prioritizing not precious about it obsessed with having impact and it touches everything but when you do it you crush it because your competitors don't want to put in this time they don't want to manage emotions around the team and partner with someone and rethink about everything they've done and how they know how to do their job they don't want to sunset their best product and have that conversation so stand up and do it you'll win and the best part is you'll win you'll get more from your customers to reinvest and then you'll win and do even better by them which is like magic right it's everything we wake up to do so hopefully this was helpful i did put up my information if anyone wants to talk about it please reach out thank you