Elena Verna: evaluation

Transcript context

…Either one, but both would be great. So I'm a firm believer that growth is an evolution, not a revolution. The more you can evolve your organization to have growth mindset and understand the value of growth, the better it is. That's why I'm a big proponent of finding somebody internally. It might be your FP&A analyst. It might be your existing product manager. It might be your data analyst. It might be your engineer that is very connected to a business and they're also technically inclined. They can go and execute on first couple of hypotheses for you. So does it have to be internal? Absolutely not, but you are risking quite a bit by bringing somebody externally, especially as your first hire because they're not familiar with your product and how your growth model should function, and growth model should be very authentic and local to your product offering. If somebody from the outside comes in and just slaps their previous company's growth model onto your product, it's most likely going to have 99% rejection rate and failure rate within your customers and within your employees, unless you give them actually time to figure out what your growth model is, and that might take three to six months, potentially even longer, depending on complexity of your product. So if you want quick wins, I think internal hires are the way to go. If you are willing to wait and educate and sponsor your growth hire, absolutely, bring them in from the outside, but don't fall into the trap to say, "I don't know. My growth is slowing. I'm just going to bring somebody from the outside and they're going to fix it," because that is guaranteeing that you're going to part with that person in a year to two years timeframe and most likely, step function change in your growth trajectory. Why is that?…

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