Great read, Gaurav! Totally agree with your take on the role and process. What blows my mind is how many startups—and even big companies—still operate in silos with no real Growth function. Even worse, so many 'Growth' job postings on LinkedIn are just rebranded digital marketing roles. A few companies are starting to hire Growth PMs, which is a step in the right direction, but without the right org structure, it’s like giving someone a Ferrari with no fuel. Curious to hear your thoughts—what do you think needs to change first?
[Perhaps obvious but] think it really does depend on nature of the product and how it's sold. E.g. a pure b2b org likely doesn't need a growth function whatsoever; though they do need killer success/support, sales, and marketing (i.e. collectively, GTM, or alternatively, growth).
I think in some ways you’re highlighting (a) the unbundling of the CEO role (b) the need to have a unified product market fit and GTM motion fit thinker early on and (c) a shift in market expectations from just creating value to establishing a growth loop
When I read the breakdown of questions, I was thinking 'Isn't this what many solopreneur founders have to constantly ask themselves anyway? Doesn't this apply to Founders with larger teams as well?'
The difference can be that non-Growth Founders are focused on questions for hiring, scaling business operations, corporate development, etc.
I was surprised because I assumed Founders would be asking these Growth questions already. (Who is our customer and how do we create value for instance sounds fundamental)
I know dozens of startups whose CEOs/Product Leaders have not (yet) rigorously answered those questions — which I agree are fundamental. The Growth Founder can serve as a check-and-balance, making sure answers are reached, no matter who gets there.
Interesting - I guess it's a matter of other questions taking priority.
What does rigorous mean to you? Is it a matter of treating each of these questions as problem statements and testing assumptions against reality to form a working answer?
It reminds me of Wes Kao's post but curious if you have your own way of unpacking it?
Indeed, it's a question of rigor + depth, i.e. not just answering the questions (which anybody can do), but pressure-testing them sufficiently to reach a product and business that can actually scalably grow. https://readwise.io/reader/shared/01gewk3j3kt56v6w87qd1qqez1/ is a good example of this. Anyone can come up with a B2C product idea and business model. Few (though increasingly more) understand the concept of 'carrying capacity' and how this business model will naturally plateau towards a growth ceiling. The growth founder needs to understand all of this and make sure the answer is reached as to how (eventually) the startup will grow past that, and other, ceilings.
OOT but visualization is on point! what software do you use?
Thanks! Figma with some loose design standards
Great read, Gaurav! Totally agree with your take on the role and process. What blows my mind is how many startups—and even big companies—still operate in silos with no real Growth function. Even worse, so many 'Growth' job postings on LinkedIn are just rebranded digital marketing roles. A few companies are starting to hire Growth PMs, which is a step in the right direction, but without the right org structure, it’s like giving someone a Ferrari with no fuel. Curious to hear your thoughts—what do you think needs to change first?
[Perhaps obvious but] think it really does depend on nature of the product and how it's sold. E.g. a pure b2b org likely doesn't need a growth function whatsoever; though they do need killer success/support, sales, and marketing (i.e. collectively, GTM, or alternatively, growth).
For companies that *do* have a product that lends itself to growth, think it's a mindset shift that founders need to embrace. It's easier to build and launch products. Distribution matters sooner. https://andrewchen.substack.com/p/the-growth-maze-vs-the-idea-maze
I read you blog post because Sean Ellis recommended it on Linkedin. I'm a Growth Founder myself. Great article Gaurav. Keep it up! I sub.
Thanks, and welcome!
I think in some ways you’re highlighting (a) the unbundling of the CEO role (b) the need to have a unified product market fit and GTM motion fit thinker early on and (c) a shift in market expectations from just creating value to establishing a growth loop
b) and c) 100%
a) — have you seen more on this topic?
relevant!
Great read - Growth is everything, it’s everywhere, but it’s really hard to do consistently over a sustained period of time
When I read the breakdown of questions, I was thinking 'Isn't this what many solopreneur founders have to constantly ask themselves anyway? Doesn't this apply to Founders with larger teams as well?'
The difference can be that non-Growth Founders are focused on questions for hiring, scaling business operations, corporate development, etc.
I was surprised because I assumed Founders would be asking these Growth questions already. (Who is our customer and how do we create value for instance sounds fundamental)
I know dozens of startups whose CEOs/Product Leaders have not (yet) rigorously answered those questions — which I agree are fundamental. The Growth Founder can serve as a check-and-balance, making sure answers are reached, no matter who gets there.
Interesting - I guess it's a matter of other questions taking priority.
What does rigorous mean to you? Is it a matter of treating each of these questions as problem statements and testing assumptions against reality to form a working answer?
It reminds me of Wes Kao's post but curious if you have your own way of unpacking it?
https://newsletter.weskao.com/p/rigorous-thinking
Indeed, it's a question of rigor + depth, i.e. not just answering the questions (which anybody can do), but pressure-testing them sufficiently to reach a product and business that can actually scalably grow. https://readwise.io/reader/shared/01gewk3j3kt56v6w87qd1qqez1/ is a good example of this. Anyone can come up with a B2C product idea and business model. Few (though increasingly more) understand the concept of 'carrying capacity' and how this business model will naturally plateau towards a growth ceiling. The growth founder needs to understand all of this and make sure the answer is reached as to how (eventually) the startup will grow past that, and other, ceilings.
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