Luc Levesque: recommendation

Transcript context

…I definitely want to chat about how to become a growth advisor because I think people listening here might be like, "Oh, that sounds pretty good. Someday maybe I'll become a growth advisor." But before we get to that, what are things that an advisor are best suited for versus finding someone full-time versus no one? What are the ideal kind of problem sets for an advisor versus say, full-time hire person? I would say your preference should always be to have somebody in-house. I'll start there because you want to have that as part of the culture. There's so much more that they can do when they're in-house. That being said, if you can't find somebody in-house, then bring on an advisor... Even if you bring on an advisor, some advice to founders would be you want to surround your team or at least one person that you've identified who's just a amazing world-class doer, even if they don't know growth, with a set of growth advisors so that they're learning, that's being put through the culture of the company and that knowledge stays inside of the company. So I'd say I would prefer to go internal, surround these people with great advisors and then take it from there. That would be how I approach it. Okay. So two thoughts here. One is I feel like this podcast is becoming an interesting way to discover awesome growth advisors. I think over time I'm building this directory of who are awesome, smart growth people that are open to advising. So that could be an interesting opportunity to just look through the folks on this podcast and-…

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