Lauryn Isford: preference

Transcript context

…As a growth leader, how do you operationalize that? Is it set some drag metrics? Is it just philosophically, let's make sure we're optimizing the right metric? What's worked to actually avoid that problem? I think north star metrics help because a team can be singularly focused on the most important result for their roadmap and their charter. However, guardrail metrics are equally important. So, an onboarding team that builds amazing onboarding that causes a 10% drop in revenue would need some sort of guardrails to make sure that they knew that that might not be the right trade for the business, and importantly, should have the rigor and passion to go deep and understand what caused that drop in revenue and figure out what it was about that onboarding that ultimately caused a guardrail metric to suffer. So, with that in mind, I think guardrail metrics can be very useful and are important to choose wisely. I love working with strong analytics partners on a growth team because rigor and education around how to think about guardrail metrics is something that we should always be thinking about, whether you are a data analyst in functional specialty or a PM or an engineer or a designer. So, that's how I kind of like to think about it. I do think guardrail metrics help and then just being well reasoned and thinking about what's best for the business and speaking about your work as being what's best for the business and the customer overall, rather than being too narrow in your own swim lanes of what you work on. Great advice. I want to shift to a different topic and this will be much shorter. You have this really cool framework for thinking about the PLG funnel, product-led growth, and interestingly kind of trickles down to the team you build, metrics you choose, and things like that. So, can you just briefly talk about just this framework that you use to think about PLG growth in the PLG funnel?…

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