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Amperity update gives customers more control over Customer Data Platform

Published June 27, 2019

The Customer Data Platform (CDP) has certainly been getting a lot of attention in marketing software circles over the last year as big dawgs like Salesforce and Adobe enter the fray, but Amperity, a Seattle-based startup, has been building a CDP solution since it launched in 2016, and today it announced some updates to give customers more control over the platform.

Chris Jones, chief product officer at Amperity, says this is an important step for the startup. “If you think about the evolution of our company, we started with an idea that turned into a [Marketing Data Platform], which was the engine that powered all of that, but that engine was largely operated by our delivery team. We’re now putting the power of that engine into the customers’ hands and giving them the full access to that,” Jones explained.

That is giving customers — which include Alaska Airlines, Nordstrom and The Gap — the power to control how the software works in the context of their companies, rather than using a black box approach where you have to use the software as delivered. He says that customers want the ability to start using the system to gain insights on their own.

One of the primary pieces in the newest version of Amperity to allow them to do that is Stitch, a tool that lets users pull together all of the interactions from a customer in a single view — ingesting the data, sorting, deduplicating it and delivering a list of all the interactions a brand has had with a given customer. From there, they can use the new Customer 360 visualization to get a more graphical view of the data.

Amperity Stitch Screenshot: Amperity.

Jones says companies can use this data to help different groups within a company, whether marketing, sales or service, understand the customer better before or during an interaction. For example, a marketer can segment the data in a very granular way to find all of the regular customers who aren’t part of the company loyalty program, and deliver them an email listing all of the benefits of joining.

Amperity launched in 2016, and has raised $37 million across two rounds. Its most recent funding came in 2017, a $28 million investment led by Tiger Global Management, according to Crunchbase data.

What startup names are most effective?

Published June 24, 2019

Adam Zelcer
Contributor

Adam Zelcer founded the advertising company Adboy.com.

Entrepreneurs take a long journey when naming their brainchild, comparable to a parent naming their own flesh and blood.

There are many reasons behind naming – one untalked-of and probably the most important. This is, how to choose a name that gets you more business.

Technology changes how we do business. So, when developing a business name, putting some thought into how people are going to find you and what you want them to do after they find you could go a long way.

Ignoring this could do just the opposite and result in being harder to find, getting less return from your advertising and having your competitors capitalize off your brand.

Businesses have been using things like alphabetical order, call to action, keywords and more to shape business names for optimized discovery, recall and responsiveness since the phone book.

When looking for a business, I’m sure you’ve seen at least one of these two business name optimizations frequently used in the past for discovery:

1. Optimizing for discovery in phone books

Pre-internet, a listing in the phone book was key to getting your business discovered – but how did businesses get to the top of the list in their category? Piece of cake. Free listings in the white pages were categorized by business type and ordered alphabetically. Many companies ended their name with a describing word of their category and started it with something like “AAA” “AA”, “AA1” and “A AAA” to be one of the first listings in their category. You will still find thousands of these business names in different locations by typing “AAA” into yellowpages.com.

2. And a similar strategy was used for search-engine discovery

Prior to 2012, search engine algorithms gave weight in their rankings to sites that included keywords in their domain, otherwise known as exact-match domains. So, Google was more likely to rank “accountantsmelbourne-dot-com” higher than “abc-partners-dot-com” if a user searched for “Accountants Melbourne” because the keywords matched the search with similar words in its domain.

Over time, domain names and business names alike grew longer. Many were purposefully packed with every major keyword applicable to their niche.

Verified Expert Growth Marketing Agency: NoGood

Published June 18, 2019

NoGood CEO Mostafa Elbermawy describes how they evaluate a client’s growth challenges by quoting Zen teacher Hunryu Suzuki: “In the beginner’s mind there are many possibilities; in the expert’s mind there are only a few.” Rather than deferring to in-house playbooks, NoGood adopts an open mind combined with a methodical, data-driven approach to find untapped growth opportunities for its clients. Learn more about how NoGood came to be and why they’re willing to say no to potential clients.

On NoGood’s approach to growth:

“Our work is methodical. It’s intentional. We have to talk about it. We are very transparent about what we do and it’s completely process oriented. Hacking is a misnomer. Growth is not about clever shortcuts. It has to be sustainable and repeatable, and if it’s not, we won’t do it.”

On NoGood’s proudest accomplishment:

“They helped us launch our business. They are our CMO and our CTO. Would recommend to anyone.” Erica Tsypin, Washington D.C., Co-Founder & COO, Steer

“Our success in jumpstarting Steer’s business is one of our proudest accomplishments this year. Steer is an electric car subscription startup that asked us to increase their activations. Basically, our job was to generate new active members, which not only meant encouraging more users to download the app, upload a license, and get approved, but it also meant delivering a car to a member’s door, having them drive that car and leaving a review. We were able to demonstrate signup traction for Steer and help them launch in under three months.”

Below, you’ll find the rest of the founder reviews, the full interview, and more details like pricing and fee structures. This profile is part of our ongoing series covering startup growth marketing agencies with whom founders love to work, based on this survey and our own research. The survey is open indefinitely, so please fill it out if you haven’t already.

Interview with NoGood CEO and Growth Lead Mostafa Elbermawy

Yvonne Leow: To kick things off, how did you get into growth?

Mostafa Elbermawy: Well, I went to school for archaeology, but hieroglyphics weren’t paying the bills, so I taught myself how to code and started a web design studio after college. I started building websites for clients, and they started asking me how to drive more users to their sites to help grow their business.

I started tinkering with growth out of curiosity, and eventually joined the digital experience team at American Express. That job helped me gain some marketing and growth experience, and I ended up falling in love with that part of the job.

Verified Expert Growth Marketing Agency: Growth Pilots

Published June 11, 2019

Growth Pilots is one of the more exclusive performance marketing agencies in San Francisco, but they know how to help high-growth startups excel at paid marketing. CEO and founder Soso Sazesh credits his personal experiences as an entrepreneur along with his team’s deep understanding of high-growth company needs and challenges as to what sets Growth Pilots apart. Whether you’re a founder of a seed or Series D stage startup, learn more about Growth Pilots’ approach to growth and partnerships.

Advice to early-stage founders

“I think a lot of times, especially at the early stage, founders don’t have a lot of time so they’re willing to find the path of least resistance to get their paid acquisition channels up and running. If things are not properly set up and managed, this can lead to a false negative in terms of writing off a channel’s effectiveness or scalability. It’s worth talking to an expert, even if it’s just for advice, to ensure you don’t fall into this trap.”

On Growth Pilots’ operations

“They have good business acumen, move fast and work as an extension to your internal team.” Guillaume McIntyre, SF, Head of Acquisition Marketing, Instacart

“Something we pride ourselves on is working with relatively few clients at a time so we can really focus all of our team’s efforts and energy on doing the highest quality work. Each of our team members works on a maximum of two to three accounts, and therefore they’re able to get very invested in each client’s business and integrated into their team. We really try to simulate the internal team dynamics as much as possible and pairing that with our external capabilities and expertise.”

Interview with Growth Pilots Founder and CEO Soso Sazesh

Yvonne Leow: Tell me a little bit about your background and how you got into growth.

Soso Sazesh: I grew up in northern Minnesota where there is no tech industry whatsoever and then after high school, I came out to Silicon Valley and got exposed to the epicenter of the technology industry. I became very interested in startups and hustled to find startup internships so I could get experience and learn how they operated.

After a couple of startup internships, I got accepted to UC Berkeley and that gave me even more exposure to the startup ecosystem with all of the startup events and resources that UC Berkeley had to offer. I worked on a couple of startup projects while I was at UC Berkeley, and I taught myself scrappy product management and how to get software built using contract developers.

Salesforce is buying data visualization company Tableau for $15.7B in all-stock deal

Published June 10, 2019

On the heels of Google buying analytics startup Looker last week for $2.6 billion, Salesforce today announced a huge piece of news in a bid to step up its own work in data visualization and (more generally) tools to help enterprises make sense of the sea of data that they use and amass: Salesforce is buying Tableau for $15.7 billion in an all-stock deal.

The latter is publicly traded and this deal will involve shares of Tableau Class A and Class B common stock getting exchanged for 1.103 shares of Salesforce common stock, the company said, and so the $15.7 billion figure is the enterprise value of the transaction, based on the average price of Salesforce’s shares as of June 7, 2019.

This is a huge jump on Tableau’s last market cap: it was valued at $10.79 billion at close of trading Friday, according to figures on Google Finance. (Also: trading has halted on its stock in light of this news.)

The two boards have already approved the deal, Salesforce notes. The two companies’ management teams will be hosting a conference call at 8am Eastern and I’ll listen in to that as well to get more details.

This is a huge deal for Salesforce as it continues to diversify beyond CRM software and into deeper layers of analytics.

The company reportedly worked hard to — but ultimately missed out on — buying LinkedIn (which Microsoft picked up instead), and while there isn’t a whole lot in common between LinkedIn and Tableau, this deal will also help Salesforce extend its engagement (and data intelligence) for the customers that Salesforce already has — something that LinkedIn would have also helped it to do.

This also looks like a move designed to help bulk up against Google’s move to buy Looker, announced last week, although I’d argue that analytics is a big enough area that all major tech companies that are courting enterprises are getting their ducks in a row in terms of squaring up to stronger strategies (and products) in this area. It’s unclear whether (and if) the two deals were made in response to each other, although it seems that Salesforce has been eyeing up Tableau for years.

“We are bringing together the world’s #1 CRM with the #1 analytics platform. Tableau helps people see and understand data, and Salesforce helps people engage and understand customers. It’s truly the best of both worlds for our customers–bringing together two critical platforms that every customer needs to understand their world,” said Marc Benioff, chairman and co-CEO, Salesforce, in a statement. “I’m thrilled to welcome Adam and his team to Salesforce.”

Tableau has about 86,000 business customers, including Charles Schwab, Verizon (which owns TC), Schneider Electric, Southwest and Netflix. Salesforce said Tableau will operate independently and under its own brand post-acquisition. It will also remain headquartered in Seattle, Wash., headed by CEO Adam Selipsky along with others on the current leadership team.

Indeed, later during the call, Benioff let it drop that Seattle would become Salesforce’s official second headquarters with the closing of this deal.

That’s not to say, though, that the two will not be working together.

On the contrary, Salesforce is already talking up the possibilities of expanding what the company is already doing with its Einstein platform (launched back in 2016, Einstein is the home of all of Salesforce’s AI-based initiatives); and with “Customer 360,” which is the company’s product and take on omnichannel sales and marketing. The latter is an obvious and complementary product home, given that one huge aspect of Tableau’s service is to provide “big picture” insights.

“Joining forces with Salesforce will enhance our ability to help people everywhere see and understand data,” said Selipsky. “As part of the world’s #1 CRM company, Tableau’s intuitive and powerful analytics will enable millions more people to discover actionable insights across their entire organizations. I’m delighted that our companies share very similar cultures and a relentless focus on customer success. I look forward to working together in support of our customers and communities.”

“Salesforce’s incredible success has always been based on anticipating the needs of our customers and providing them the solutions they need to grow their businesses,” said Keith Block, co-CEO, Salesforce. “Data is the foundation of every digital transformation, and the addition of Tableau will accelerate our ability to deliver customer success by enabling a truly unified and powerful view across all of a customer’s data.”

Is your event strategy paying off? How to calculate your event ROI

Published June 3, 2019

Sarah Shewey
Contributor

Sarah Shewey is the Founder & CEO of Happily, a platform that rapidly assembles experiences for the fastest growing brands in the world with the largest network of freelance event producers. She is also the co-founder of TEDActive, the founder of EXP, a co-founder of The Margin, and the board president of dublab.

Events have increasingly become an important channel in the marketing mix, despite how notoriously “impossible” it is to measure the ROI, or return on investment. When people show up to your event, they are willingly giving you their attention for hours on end – not trying to avoid attention-grabbing ads.

A well produced experience provides a great way to reach outside of your existing networks, build a pipeline of new customers, transform existing customers into superfans, and position your brand as a thought leader. In 2017, only 7% of marketers said that events were their most important marketing channel. Last year, that number rose to 41% according to a survey done by Bizzabo.

As the founder of Happily, the largest network of event producers in the United States, I’ve had backstage access to thousands of events – some wildly successful like TED and others that didn’t ever get traction in building an engaged community.

What has defined the successful ones?

The experiential marketing industry has long struggled to measure success in a meaningful way. They propose all the same KPIs (key performance indicators), but rarely do those KPIs provide a benchmark to determine if an event is successful or give marketers the ability to tell what worked and what didn’t. They especially fall down when customers aren’t won until months after an event.

How to see another company’s growth tactics and try them yourself

Published May 24, 2019

Julian Shapiro
Contributor

Julian Shapiro is the founder of BellCurve.com, a growth marketing agency that trains you to become a marketing professional. He also writes at Julian.com.

You can look past direct competitors.

You’ll gain useful insights from auditing the user acquisition funnel of any company who has a similar audience and business model.

Examples of audiences:

Wealthy consumers
Enterprise businesses
Middle-class adults who use Chrome
Dog owners
And so on

Audiences matter because their behaviors and needs differ wildly. Each requires its own growth strategy. You want to audit a company whose audiences is similar to yours.

You also want to ensure the company shares your business model. Examples include:

A high-touch sales process with multiple phone calls
A consumer ecommerce site with easy checkout
A self-serve SaaS signup with a freemium plan
A pay-to-play mobile game
And so on

Each model may necessitate different ads, landing pages, automated emails, and sales collateral.

The process

Never implement another company’s tactics blindly.

There’s an effective process for growth analysis, and it looks like this:

Source potential growth ideas.
Prioritize them.
A/B test them.
Measure if an A/B variant significantly outperformed its baseline and whether the cost of implementing the winner would be worthwhile.
Only then should you implement it.

An example

Here’s a brief example before we dive into tactics.

Let’s pretend we’re a SaaS company offering consumer banking tools, and that we’re struggling to get users to onboard our app. Our hypothesis is that visitors are bouncing because they don’t trust us with their sensitive information.

Our first step is to define both our audience and our business model:

Audience: Tech-savvy, adult consumers.
Business model: SaaS freemium funnel.

Our next step is to look for companies who share those two aspects. (We can find them on Crunchbase.)

Once we have a few in hand, we look for how they handle customers’ sensitive information throughout their funnel. Specifically, we audit their:

Ads
Content marketing / SEO
Landing pages
A/B tests
Signup flow
Automated (“drip”) emails

It’s time to learn how we audit all that. I’ll share how our marketer training program teaches marketers to do this on the job.

Tactic #1: How to see a company’s A/B tests

Verified Expert Brand Designer: Milkinside

Published May 16, 2019

Gleb Kuznetsov refuses to settle for less. After spending years leading product design for startups and corporate clients, Gleb started a boutique branding agency, Milkinside, that helps clients translate new technologies into useful products.

Gleb and his team of experienced creators are committed to serving the end user, which is why they love taking products from zero to launch. Their services are expensive, partly due to their expertise in product development, motion graphic design and animation, but we spoke to Gleb about why Milkinside is more than just a branding agency and how they strive to be the best.

Why Gleb created Milkinside:

“I wanted to create a team that wasn’t just an agency that companies could contract, but a partner that would support the client’s product development from beginning to end. Everything from the product narrative, product branding, product design, UI user experience, motion design, design languages, motion design languages, etc. I looked around the industry and didn’t see what I was envisioning so I created my dream company, Milkinside, in 2018.”

“Gleb has one of those rare skills that can make ordinary, plain parts of a design come to life and doing so in a beautiful and useful way. Always pushing the boundaries.” Jacob Hvid, Stockholm, Sweden, CEO and Co-founder at Abundo

On common founder mistakes:

“There are a lot of founders who believe they created useful technology and are absolutely certain people will use it. But everything is moot if users aren’t able to understand your product narrative and how it fits into their lives. Establishing a product narrative at an early stage is essential. A lot of founders will try to create a minimum viable product as soon as possible, but they aren’t thinking about the narrative, branding, the product design, and how everything comes together.”

Below, you’ll find the rest of the founder reviews, the full interview, and more details like pricing and fee structures. This profile is part of our ongoing series covering startup brand designers and agencies with whom founders love to work, based on this survey and our own research. The survey is open indefinitely, so please fill it out if you haven’t already.

Interview with Milkinside Founder and Director of Product Design Gleb Kuznetsov

Yvonne Leow: Can you tell me a little bit about yourself and how you got into the world of branding and design?

Gleb Kuznetsov: I was 10 years old when I started programming and learning different coding languages. At the age of 15, I shifted to design and became pretty passionate about what could be possible in the digital world. I worked as a product designer for 15 years before I started Milkinside. I worked for big consumer product companies across various verticals and platforms. When I was a chief design officer at a startup, I was responsible for everything from the product design, UI design, branding, advertising to producing product explainer videos.

Printify raises $3M to expand its marketplace for custom printing

Published May 9, 2019

In Riga, Latvia, an 80-person startup called Printify is reimagining the on-demand printing business.

Gone are the days where small merchants have to sell their customized products on platforms like Zazzle, Society6, CafePress or Teespring . Using Printify, e-commerce business owners can create clothes, accessories and more fixed with their designs, logos, art or photos, then sell them directly on their very own online stores.

The “first wave” of on-demand printing companies, Printify founder and chief executive officer James Berdigans explained to TechCrunch, typically require that merchants sell their items on the provider’s platforms.

“The problem is that these merchants don’t have the capability to build their own brand,” Berdigans said. “At the end of the day, you end up building the Teespring brand, not your own brand.”

Printify, a graduate of the 500 Startups accelerator, has attracted a $3 million investment from Bling Capital, a venture capital fund launched five months ago by Ben Ling, a former general partner at Khosla Ventures.

“Printify is perfectly positioned to enable the new trend of micro and boutique brands,” Ling said in a statement. “Consumers and SMBs alike can benefit from Printify’s high-quality, low-cost and fast printing platform — and create their own micro-brands.”

Founded in 2015 by Berdigans, Artis Kehris and Gatis Dukurs, Printify had previously raised a $1 million round following a big pivot. Initially, the business “pretended to be the manufacturer,” opting to be less transparent as a means to entice customers.

“That was a terrible idea,” Berdigans said. “Even though you aren’t lying, you end up not being a very honest company and that’s not the business model we wanted.”

Now, Printify operates as a B2B marketplace that connects manufacturers with e-commerce stores. Plus, the startup handles the mundane tasks of fulfilling orders, including billing, manufacturing requests and shipping so store owners can focus on brand building. The switch allowed the startup to begin growing 30% month-over-month, as well as add hundreds of unique products to its catalog.

The founders say Printify most often caters to political campaign employees, designers & artists, and influencers & “hustlers,” or people who are self-taught experts on managing digital sales. With a fixed pricing scheme, merchants know exactly what they are paying Printify, but have the flexibility of pricing their own product. Other print-on-demand marketplaces, like the aforementioned “first wave” businesses, don’t give merchants the ability to determine their own margins.

“If you use Zazzle, for example, you only get a small portion of revenue share but on Printify, you pay us a small fee,” Berdigans said. “If you were selling t-shirts for $25 and the average production cost is $10, our sellers will see a 50 to 60% margin.”

Dozens of angel investors, including YouTube co-founder Steve Chen, Twitch co-founder Kevin Lin, ClassPass co-founder Fritz Lanman, DoorDash co-founder Evan Moore, Google AdSense pioneer Gokul Rajaram and Facebook’s vice president of product Kevin Weil, also participated in the company’s latest round.

“What Airbnb did for the hospitality industry, that’s basically what we can do for the print-on-demand industry,” said Kehris, Printify’s chief operating officer.

How do you hire a great growth marketer?

Published April 19, 2019

Julian Shapiro
Contributor

Julian Shapiro is the founder of BellCurve.com, a growth marketing agency that trains you to become a marketing professional. He also writes at Julian.com.

Great marketers are often founders

One interesting way to find great marketers is to look for great potential founders.

Let me explain. Privately, most great marketers admit that their motive for getting hired was to gain a couple years’ experience they could use to start their own company.

Don’t let that scare you. Leverage it: You can sidestep the competitive landscape for marketing talent by recruiting past founders whose startups have recently failed.

Why do this? Because great founders and great growth marketers are often one and the same. They’re multi-disciplinary executors, they take ownership and they’re passionate about product.

You see, a marketing role with sufficient autonomy mimics the role of a founder: In both, you hustle to acquire users and optimize your product to retain them. You’re working across growth, brand, product and data.

As a result, struggling founders wanting a break from the startup roller coaster often find transitioning to a growth marketing role to be a natural segue.

How do we find these high-potential candidates?

Finding founders

To find past founders, you could theoretically monitor the alumni lists of incubators like Y Combinator and Techstars to see which companies never succeeded. Then you can reach out to their first-time founders.

You can also identify future founders: Browse Product Hunt and Indie Hackers for old projects that showed great marketing skill but didn’t succeed.

There are thousands of promising founders who’ve left a mark on the web. Their failure is not necessarily indicative of incompetence. My agency’s co-founders and directors, including myself, all failed at founding past companies.

How do I attract candidates?

To get potential founders interested in the day-to-day of your marketing role, offer them both breadth and autonomy:

Let them be involved in many things.
Let them be fully in charge of a few things.

Remember, recreate the experience of being a founder.

Further, vet their enthusiasm for your product, market and its product-channel fit:

Product and market: Do their interests line up with how your product impacts its users? For example, do they care more about connecting people through social networks, or about solving productivity problems through SaaS? And which does your product line up with?
Product-channel fit: Are they excited to run the acquisition channels that typically succeed in your market?

The latter is a little-understood but critically important requirement: Hire marketers who are interested in the channels your company actually needs.

Let’s illustrate this with a comparison between two hypothetical companies:

A B2B enterprise SaaS app.
An e-commerce company that sells mattresses.

Broadly speaking, the enterprise app will most likely succeed through the following customer acquisition channels: sales, offline networking, Facebook desktop ads and Google Search.

In contrast, the e-commerce company will most likely succeed through Instagram ads, Facebook mobile ads, Pinterest ads and Google Shopping ads.

We can narrow it even further: In practice, most companies only get one or two of their potential channels to work profitably and at scale.

Meaning, most companies have to develop deep expertise in just a couple of channels.

There are enterprise marketers who can run cold outreach campaigns on autopilot. But, many have neither the expertise nor the interest to run, say, Pinterest ads. So if you’ve determined Pinterest is a high-leverage ad channel for your business, you’d be mistaken to assume that an enterprise marketer’s cold outreach skills seamlessly translate to Pinterest ads.

Some channels take a year or longer to master. And mastering one channel doesn’t necessarily make you any better at the next. Pinterest, for example, relies on creative design. Cold email outreach relies on copywriting and account-based marketing.

(How do you identify which ad channels are most likely to work for your company? Read my Extra Crunch article for a breakdown.)

To summarize: To attract the right marketers, identify those who are interested in not only your product but also how your product is sold.

Other approaches

The founder-first approach I’ve shared is just one of many ways my agency recruits great marketers. The point is to remind you that great candidates are sometimes a small career pivot away from being your perfect hire. You don’t have to look in the typical places when your budget is tight and you want to hire someone with high, senior potential.

This is especially relevant for early-stage, bootstrapping startups.

If you have the foresight to recognize these high-potential candidates, you can hopefully hire both better and cheaper. Plus, you empower someone to level up their career.

Speaking of which, here are other ways to hire talent whose potential hasn’t been fully realized:

Find deep specialists (e.g. Facebook Ads experts) and offer them an opportunity to learn complementary skills with a more open-ended, strategic role. (You can help train them with my growth guide.)
Poach experienced junior marketers from a company in your space by offering senior roles.
Hire candidates from top growth marketing schools.

Vetting growth marketers

If you don’t yet have a growth candidate to vet, you can stop reading here. Bookmark this and return when you do!

Now that you have a candidate, how do you assess whether they’re legitimately talented?

At Bell Curve, we ask our most promising leads to incrementally complete three projects:

Create Facebook and Instagram ads to send traffic to our site. This showcases their low-level, tactical skills.
Walk us through a methodology for optimizing our site’s conversion rate. This showcases their process-driven approach to generating growth ideas. Process is everything.
Ideate and prioritize customer acquisition strategies for our company. This showcases their ability to prioritize high-leverage projects and see the big picture.

We allow a week to complete these projects. And we pay them market wage.

Here’s what we’re looking for when we assess their work.

Level 1: Basics

First — putting their work aside — we assess the dynamics of working with them. Are they:

Competent: Can they follow instructions and understand nuance?
Reliable: Will they hit deadlines without excuses?
Communicative: Will they proactively clarify unclear things?
Kind: Do they have social skills?

If they follow our instructions and do a decent job, they’re competent. If they hit our deadline, they’re probably reliable. If they ask good questions, they’re communicative.

And if we like talking to them, they’re kind.

Level 2: Capabilities

A level higher, we use these projects to assess their ability to contribute to the company:

Do they have a process for generating and prioritizing good ideas?
- Did their process result in multiple worthwhile ad and landing page ideas? We’re assessing their process more so than their output. A great process leads to generating quality ideas forever.
- Resources are always limited. One of the most important jobs of a growth marketer is to ensure growth resources are focused on the right opportunities. I’m looking for a candidate that has a process for identifying, evaluating and prioritizing growth opportunities.
Can they execute on those ideas?
- Did they create ads and propose A/B tests thoughtfully? Did they identify the most compelling value propositions, write copy enticingly and target audiences that make sense?
- Have they achieved mastery of 1-2 acquisition channels (ideally, the channels your company is dependent on to scale)? I don’t expect anyone to be an expert in all channels, but deep knowledge of at least a couple of channels is key for an early-stage startup making their first growth hire.

If you don’t have the in-house expertise to assess their growth skills, you can pay an experienced marketer to assess their work. It’ll cost you a couple hundred bucks, and give you peace of mind. Look on Upwork for someone, or ask a marketer at a friend’s company.

Recap

If you’re an early-stage company with a tight budget, there are creative ways to source high-potential growth talent.
Assess that talent on their product fit and market fit for your company. Do they actually want to work on the channels needed for your business to succeed?
Give them a week-long sample project. Assess their ability to generate ideas and prioritize them.