Adam Fishman: preference

Transcript context

…"Adam, I need to fix something." That's right. So that's Ben. And then on the other side, and I'll cover this one really quickly, and the other side of moving somebody over internally, I had equally great success with that. So there was another person named Sean at Patreon who was a marketer, again, a jack of all trades marketer. And I think I have a propensity and a bias towards folks like that because that's one of the ways that I started my career was in marketing. But anyways, I moved him over from marketing to being a growth PM, an entry level growth PM. And he had a ton of the execution skills, ability to prioritize really well and customer knowledge skills as well, more so on the customer side because he was an internal transfer, so he really knew our customers. He'd spent tons of time talking to people, studying data and things like that. And he had really great fluency with data and a drive to continue improving his ability to access and pull out insights and information. And so he turned out to be really great, but just a very different profile of a person than Ben was. And here's an internal hire versus an external hire. So you can have success with both, but I think you really have to make sure that there's some foundational things that are in place like that ability to get customer knowledge and execute. If a founder is listening and trying to decide or hiring a head of growth or a new growth person, would you push them one way or the other, internal hire versus finding someone up and coming and smart?…

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