What's up? Welcome to...

We're back. Oh, that's D.C.'s line. I don't know if you could use that.

Yeah. I don't know. We'll see. We'll see. Yeah, we are back. I got G. Here with me, Guillaume, VP of Growth at Drift. Great to have you. Thanks, G.

Thanks, Matt. Thanks, everyone for listening in.

Yeah. So today, we're going to talk a little bit about the role of a growth team, right? How is a growth team built? Like, maybe you work at a company where there is no growth team yet or there's a person with a title growth. Like where do they fit in? How do you grow a team around that? What does structure look like? And then how do you do things like communicate with other parts of the business, like set up feedback loops? How do you set your goal? So that's kind of the topic for today. How does that

sound to you, G? That sounds pretty good. And I want to start by evacuating and putting away one

question I get all the time. Let's do it. When should we have a growth team? When should I

do my first growth higher? Oh, the million-dollar question. Yeah, all the time. I get that. And my answer is, well, first, you need to have a product, right? And so then, like, 50% of the people go away, saying, oh, wait, okay, I don't have a product yet, right? Second, you need to have product market fit. What that means is that you need to have people, you need to have a proven way to get people to buy,

people that you don't know, right, that buy.

That's an important part.

Yeah, that's an important part.

Yeah, yeah, your aunt does not count.

And at a certain volume, growth people are generally good at reducing friction within your acquisition or your onboarding

or your setup funnel, increasing scale.

If there is no funnel or if there's nothing to improve because there's nothing, it's not

a growth person you need, all right?

You either need someone to build the product or you need a demand generation marketer to create

the demand.

And even worse, and then we can move on, growth will not work if you need to educate the market about your product because no one knows or no one understands what your product does.

Then what you need is DG, right? You need Dave Gerhardt.

You need a market that's good at

educating the market. Growth is typically not good at that. Growth is extremely good when you're

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