Tomer Cohen: evaluation

Transcript context

…Always, with focus on this one problem. And then there's the way you described there's this goal for this feed, but how did you actually try to turn that into a goal or metric or a KPI, what was that in the end, was there something there? Yeah, this is an interesting one, one thing we've done actually because the feed is the first thing you land on. I can't just count how many folks engage with the feed because then I'm counting bypassers kind of thing and bystanders that are actually coming into the experience. So we actually started to look at the more, we go a lot into active, engaged and high value engagement. So we go downstream, we kind of put the onus on looking at more downstream engagement there and we build that as the feed engagement. So really trying to show that we're not just counting some overall whatever it is [inaudible 00:27:09] or sessions at the top level. That's not really helpful because any shifts can help there, but really setting targets for that. There's obviously it's a marketplace, so there's the creation side, there's the consumption side's, there's making sure that's healthy and engaging. There was so much we went into that, but I think the best thing was it's almost like you carve out. I think when you do minus one to one, it's really hard unless the CEO says I don't care about how the company performs for the next two years, we're going to go for it. If you want to keep the site keep growing and the experience keep growing, carving out and almost like sending very specific unique metrics but then could easily be extended out once you show it was in retrospect the right way to do it. And then to give people a glimpse into the way your brain works to identify this is a big opportunity. So you talk about just like I see there's a lever that we're not investing enough in and I see this big opportunity to grow of LinkedIn. How did you decide I need to go and bet on this thing and lead this team and I think feed is a huge opportunity?…

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