"By architecting growth on the backend."

"In the early stages at $10k monthly recurring revenue (MRR), growth wasn't something the Teachable team was conscious about."

"They thought they'd just build a product that nailed product-market fit, serve their customers really well, and write blog posts. Their thinking was that it would be great if they grew, but it didn't need to happen."

"They shifted from that mentality to making growth their core company value."

"For Teachable to have a ""successful"" August 2015, therefore, they had to find $10,843 in additional MRR."

"As MRR went up, the amount of extra MRR Teachable needed to find to maintain 30% growth increased proportionally. That put the Teachable team in the position of finding increasingly more tactics to drive up MRR."

"Their general strategy was to take things that were already working, like one-on-one direct cold emails followed by personal sales calls (which could drive an extra $500-$1k MRR in a month pretty reliably) and scale them."

"Instead of one-on-one personal sales calls, they could host a big webinar with five to ten customers at the same time."

"They could schedule that webinar every week instead of every month, so now a consistent $1k MRR was added every week for a total increase of $3k-5k MRR every month."

"They could make each weekly webinar a joint venture with influencers and capitalize on the influencer's existing audience, which translated to $5k-10k MRR every month."

"Try scraping all the people with courses on Udemy and send them a personal email. The first person that created a course on Udemy, however, was the founder of Udemy - Gagan Biyani."

"Instead of inviting partners one at a time, try aggregating several partners at once and have them all promote one big event they're all contributing to?"

"This strategy resembled a small online conference and worked really well. The first event generated $25k in new MRR, and repeated events generated $50k MRR."

"Usually in a prise increase, user lifetime values (LTVs) increase slowly. By offering the old price, Teachable generated a $20k new MRR spike in a week and got the slowly increasing LTVs."

"30% MRR growth isn't sustainable. After $500k MRR, 30% growth necessitates $180,000 of new MRR each month, even with decreased churn of 6%: neededMRR(500000, 1.3, 0.06) == 180000."

"How did they grow after that point? By looking back to the product and customer."

"Increasing new customers added per day,"

"Increasing average revenue per customer (ARPU)."

"Customer metrics for Teachable improved dramatically by investing more in customer success, which reduced churn."

"We never found one strategy to grow that continued to work. There was no single channel we could focus on and still hit our numbers."

"The growth team has never been smaller than 4 people, even at stage 1. In middle stages it was 4-8. Right now our growth team is like its own mini company (even with its own engineers) - about 16."

"Once you have some kind of product market fit, don't use product improvements as an excuse to not push on growth. You'll never feel like your product is ready."