Sri Batchu: belief

Transcript context

…Is there an example of a good success metric that just comes to mind to make this a little bit concrete for people? It just depends on what goal at any given time is. Sometimes you're trying to drive more users, sometimes you're trying to drive more engagement and you can reorient the company on what you're trying to do as the north star for growth during that period of time. So users, obviously we've talked about as a good one. For engagement, I've often found what really helps is, and you've done actually really good benchmarking at some point, the escape velocity metric for growth for a company, I think. I don't think you phrased it that way, but that's [inaudible 00:45:18] for a given user, which is what does it take for somebody to become an engaged and active user or customer of a platform? And at Facebook, it was 10 friends the first seven days. At Instacart, it was three orders in the first month. And at Ramp, for our activation, I mean it's very specific to Ramp, but we've got four events that the customer needs to do in the first 30 days. And if they do that, they have a high likelihood of being activated and successful. So our activation team focuses on that. The framework you just described reminds me Gibson Biddle has this really simple framework of gem where you can basically prioritize one of three things, growth, engagement, or monetization. And his advice is always just all of them are great, just make sure you're all aligned on which one matters most at the time.…

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