Ted Glasnow

[To determine a companies flywheel,] i'd start a list:1. What are the core assets of your business? e.g. cars, content, hardware devices2. What are the core actions users take? e.g. signing up, inviting friends, purchasing3. What are the core needs of your users? e.g. something to watch, a ride, discounts4. What are the natural outputs of your... See more

You can’t expect the organization to “just know” how to pull together a quarterly plan. Working without an agreed-upon framework can often be a recipe for disaster. 

Flexport now assigns an account executive (responsible for revenue) and an account managers (responsible for NPS) to each customer

Consider other actors, beside the end customer, that influence the purchase the decision when discovering potential marketing channels

Flexport is a “hot swap” product, meaning it’s growth model is replacing existing, technologically-similar solutions in a low NPS industry. This means that their only moat is customer happiness

Broadly, there are six categories of North Star Metrics: 1) Revenue (e.g. ARR, GMV) 2) Customer growth (e.g. paid users, marketshare) 3) Consumption growth (e.g. messages sent, nights booked) 4) Engagement growth (e.g. MAU, DAU) 5) Growth efficiency (e.g. LTV/CAC, margins) 6) User experience (e.g. NPS)

 In our process growing Fy protein, we use 99% less land, 99% less water, and 94% less greenhouse gases than traditional beef production.

"In the early days at Thumbtack, so much of our growth was coming from SEO that it made sense for it to dominate our growth roadmap. We spent disproportionate time generating content, earning links, and optimizing conversion on SEO landing pages. Over time, however, it became clear that we were running into diminishing returns from these efforts,... See more

When Emil joined Uber, his role was scoped as "the external face to Uber"