Public evidence record
Published podcast speaker
Books, apps, and tools
other / likes
“I really like the White Lotus Season 2. White Lotus was very fun to watch. I also, on the movie front, I'm in a habit of watching Best Picture nominees every year and last year there were a couple movies I really enjoyed, one of them was Belfast.”
app / likes
“I like Fifth & Mission which is a local San Francisco podcast on local politics.”
book / recommends
“Ride of a Lifetime by Bob Iger. I give this to new reports on my team. Great book to read when you're thinking about your leadership style, and Rocket Men, really fun story. I love a good story about ambition and achieving awesome things.”
book / recommends
“Ride of a Lifetime by Bob Iger. I give this to new reports on my team. Great book to read when you're thinking about your leadership style, and Rocket Men, really fun story. I love a good story about ambition and achieving awesome things.”
Claim ledger
17 transcript-backed records
01 / recommendation
“Ride of a Lifetime by Bob Iger. I give this to new reports on my team. Great book to read when you're thinking about your leadership style, and Rocket Men, really fun story. I love a good story about ambition and achieving awesome things.”
02 / recommendation
“I like Fifth & Mission which is a local San Francisco podcast on local politics.”
03 / recommendation
“I really like the White Lotus Season 2. White Lotus was very fun to watch. I also, on the movie front, I'm in a habit of watching Best Picture nominees every year and last year there were a couple movies I really enjoyed, one of them was Belfast.”
04 / belief
“I think a good answer for growth practitioner is intrinsic motivation about having an impact on the business.”
05 / belief
“In general, I would say having stability in north star metric for at least six months feels like table stakes to me and that's for the reasons that I cited before, for building momentum, for building domain expertise, and also for compounding impact in areas where you see success, where you notice growth flywheels that you can optimize.”
06 / evaluation
“Sometimes if the business, let's say activation, right, activation rates go up 6% versus 7%, that precision actually doesn't help all that much beyond being able to say in your performance review, "Hey, I increased activation by 7%.”
07 / belief
“I think there is something to be said for reducing reliance on tooltips, but I'm not sure I would go so far as to say the tooltip is dead, as much as I maybe would like to because there are too many of them out there.”
08 / belief
“I would say that the guided onboarding wizard which is the immersive wizard that helps you figure out how to get started was the most impactful thing we did.”
09 / belief
“I think the key is to figure out what it would be like for someone to experience value when there's no human sitting next to them, and that value doesn't have to be full functionality of the product.”
10 / commitment
“Roughly the arc of that change for us was shifting from being a growth org focused on revenue to a growth organization focused on user growth and customer growth. This for us was a really important moment where we decided that it was most essential in our work to grow the business to bring millions more people onto the platform, using the product and finding value in the product, because we were taking a decade's long view that they could always become monetized or converted customers later, and there wasn't really a rush.”
11 / evaluation
“In general, I think an activation rate that falls in a lower percentage range, maybe for most companies five to 15%, is better than one that falls in a higher percentage range because it means that there's likely much higher correlation with long-term retention and you're really working hard to get most of your users to reach a state that they're not reaching today.”
12 / recommendation
“In the case of Airtable, which is a product that has seat-based pricing and generally horizontal adoption, it totally makes sense to have a workspace activation measure because you want to understand in an account, in an organization how many folks are actually using a product and finding value.”
13 / preference
“Then importantly, you evaluate if it's right for you, and that word choice of evaluate is deliberately not onboard or activate because it's about what the user needs to see that they are going to get the value that they want in using your product and in building a habit around it.”
14 / evaluation
“One area that is more emerging that's interesting is expand. So, when we got started on Airtable growth, we didn't have a team dedicated to that expand piece and it became increasingly interesting to us over time as we started to notice that larger companies were using the product.”
15 / preference
“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.”
16 / commitment
“We created that feature which as a result was gated on creating an account with Airtable, and we just turned it on and wanted to see what would happen because we knew from rigor of a wonderful product team doing robust customer analysis and also doing the data work that this is something that people wanted, that it was a feature that would bring value to customers, and that even if it didn't move certain metrics like a signup percentage, even if it might affect the mix shift of activation rate from folks who signed up, it would be net good for customers who were using forms and who were submitting them.”
17 / preference
“I like the reverse trial because user growth is important and if you're in a long game where you're trying to grow a business for a decade or more, ideally you're trying to get millions of people onto your product and you can always have that monetization conversation later, but you only get a couple moments where you can say, "Hey, pull out your credit card or let's get on the phone and talk about an enterprise contract," with a customer before you lose trust or lose patience.”