1. Demystify growth and identify growth levers

It is important to have early analytics hires to help demystify growth levers for the business. Just list them in a spreadsheet.

2. View your growth as a loop, not a funnel

3. The power of focus and getting your retention right before scaling

Retention generally trumps acquisition because you get insights on who is best to acquire by understanding those who stick around.  It is important to start at the bottom, with the people who are actually there before trying to acquire new people.

Channel diversification is crucial to successful performance marketing. At Stitch Fix, we set a number where I would not let our budget get more than x percent distributed toward any one channel even if it will be short-term optimal to do so. This can mitigate many risks.

the responsibility for growth lies on the entire company. If you place too much of that responsibility on the Head of Growth, you could have a disconnect in the organization.

the best growth teams have both - you have designers, marketers, data scientists, and engineers all working together toward one shared goal.

the best growth experiments, the best growth teams, the best growth loops all have some creativity to them. I think you need to have both left-brain and right-brain to do growth right.