| name | building-growth-team |
| description | Help users determine when to hire growth talent, which profiles to prioritize, and how to structure the team for maximum leverage across the user journey. |
Building a Growth Team
Assemble and structure a high-impact team to scale distribution and optimize the user journey.
Help the user with building a growth team using insights from 14 guests and posts across Lenny's Podcast and Newsletter.
How to Help
- Assess Readiness - Evaluate if your product-market fit and data infrastructure are mature enough to support a dedicated growth function.
- Identify Bottlenecks - Map your current user journey friction to specific growth profiles like acquisition marketers or growth PMs.
- Design Org Structure - Determine whether a centralized, decentralized, or hybrid model best suits your company culture and execution speed.
- Screen for Competencies - Use a first-principles competency model to evaluate candidates based on specific skills rather than past company names.
Core Principles
Avoid Pattern Matching
Adam Fishman: "I get asked all the time about how do you hire growth people? And it's usually something like, 'Hey, how do we find you but 10 years earlier in your career?' And it feels like that question is missing the first principles approach to hiring a growth person. And if you're doing that, you're just pattern matching to me."
Do not hire based on a candidate's previous company pedigree. Instead, use a first-principles competency model to identify the specific skills required to solve your unique growth challenges.
Founders Lead First
Elena Verna 3.0: "In order to get the growth going in the company, a founder and the founding team have to figure out how to make it grow to the first, let's say a million, 5 million, 10 million in ARR. Some of the companies don't even create growth teams until they're a hundred, 200 million in ARR because to figure out your product market fit and how to distribute it's not something that you can outsource to somebody."
Founders must personally drive the initial growth phase to establish product-market fit. Delegation to a dedicated team should only occur once you reach significant revenue and high user volume.
Leverage Specialized Advisors
Luc Levesque: "We talk about the 10X engineer and we don't really talk about the 10X growth advisor or 10X growth person, but the same dynamic applies. You could argue it applies even more because the right growth advisor can have literally company changing impact."
External growth advisors can provide immense leverage by identifying high-impact insights that internal teams might overlook. Bring them in early to find the needle in the haystack changes.
Organize by Channels
Sri Batchu: "Historically the way we've been organized is we've got channel based teams that are deploying spend in a given channel. So we've got a paid marketing team, a lifecycle CRM team, we've got a field marketing team, et cetera. And then we've got a product engineering team that is supporting growth and sales and helping each of these channels be more effective that's dedicated to growth. And then separate from that, we've got a small kind of what I call an innovation or skunk work type of team that works on cross-channel."
Structure your growth organization around specific distribution channels like paid marketing or lifecycle CRM. Support these efforts with dedicated growth engineering and innovation expertise.
Evolve Through Phases
From "Five steps to starting your product-led growth motion, part 2": "If you are serious about your PLG motion, you will need to have a dedicated team working on it. But, importantly, there is no “standard” PLG team setup that works for all companies. And even within a company, the ideal structure will change over time too."
Growth team structures are not static. They must evolve through beginning, growing, and scaling phases, often starting as a cross-functional tiger team before becoming a formal department.
Sequence Hires Logically
From "Six rules of hiring for growth": "In almost all cases, you want to start by hiring a Builder, to prove your model’s validity. If most of your assumptions were right and you are enjoying early traction, you should move to Optimizers next to capture most of the value, finishing with Innovators to begin iterating on the model."
Start with generalist builders who can validate your growth model. Only move to functional specialists and optimizers once the initial hypotheses are proven.
Verify Product-Market Fit
From "How to hire your first growth team": "Growth is about increasing the distribution of the core product. If there is no validation that the product has found PMF, growth has nothing to grow. PMF has to happen first, then growth."
Hiring a growth team before achieving product-market fit is a waste of capital. A growth function requires a validated product and a clear funnel to be effective.
Empower with Resources
From "Summary: The ultimate guide to adding a PLG motion | Hila Qu (Reforge, GitLab)": "If you're serious about PLG, then a dedicated team is necessary. Assigning just one person to manage all the different stakeholders and parts of PLG won't cut it."
A successful growth team must be cross-functional and dedicated. Individual owners without the resources to influence both product and go-to-market strategies will struggle to move metrics.
Templates & Frameworks
- Growth Bottleneck-to-Hire Mapping (How to hire your first growth team) - A mapping table that helps you identify the right first growth hire based on your biggest growth bottleneck
- PLG Team Evolution Model (Three Phases) (Five steps to starting your product-led growth motion, part 2) - A phased approach to building and scaling a PLG team from inception to mature organization
- Centralized vs. Decentralized Growth Team Archetypes (How to hire your first growth team) - Two structural archetypes for growth teams with distinct superpowers, drawbacks, and use cases
- Three Growth Hire Profiles: Innovators, Builders, Optimizers (Six rules of hiring for growth) - A classification of growth professionals into three archetypes to guide hiring sequence and role definition.
- 5-Step Playbook for Introducing a Growth Team to a Traditional Org (This Week #5: Overcoming impostor syndrome, introducing growth to an org, and how to partner with your data scientist) - A step-by-step approach for shifting a company from siloed sales/marketing-driven growth to a cross-functional growth team model.
- Minimum Growth Experiment Team Composition (This Week #5: Overcoming impostor syndrome, introducing growth to an org, and how to partner with your data scientist) - The minimum team composition Lenny recommends for a 6-month growth experiment to prove the value of a growth team.
- Growth Competency Model (Adam Fishman) - A four-quadrant model to evaluate growth practitioners and build balanced growth teams.
- Growth Org Placement Decision Process (Six rules of hiring for growth) - A two-step process for deciding where your growth team should sit organizationally.
- Builder vs. Leader First Hire Framework (How to hire your first growth team) - Why your first growth hire should be a builder, not a leader
See references/artifacts.md for the full list with details.
Questions to Help Users
- "Have you reached at least $1M in ARR and achieved consistent product-market fit?"
- "Is your data infrastructure reliable enough to track granular user behavior and conversion events?"
- "Where is the primary bottleneck in your current funnel: awareness, activation, or retention?"
- "Should the growth team report to Product, Marketing, or the CEO based on your current priorities?"
- "Do you need a 'Builder' to create new systems or an 'Optimizer' to refine existing ones?"
Common Mistakes to Flag
- Hiring pre-PMF - Growth functions scale what is already working, and applying them to a broken product wastes resources.
- Missing the data foundation - Without a dedicated data team and clean infrastructure, a growth team cannot measure impact or run valid experiments.
- Lack of cross-functional resources - Growth requires influence over both product code and marketing spend; siloed individuals often lack the necessary access.
- Chasing vanity metrics - Focusing on short-term wins can lead to data manipulation and long-term business value erosion.
Deep Dive
For all 14 sourced insights from 14 guests, see references/guest-insights.md
Related Skills
- Hiring Product Talent
- Interviewing Evaluating Candidates
- Org Design
- Founding Exec Team
