I was talking to David Darmanin, the CEO of Hotjar a couple weeks ago. He told me that he didn’t want a Growth Team, I felt like I needed to investigate.

For those of you who don’t know Hotjar, the company was making 1M$ in ARR one year after launch. 3 years forward, they’re now at 10M$ in ARR.

It’s a research platform to help you understand your users better (e.g. Heatmaps, Recordings). It’s the swiss-army knife for any Growth person out there.

Needless to say that Hotjar is crushing it. However, when David told me that he would never built a Growth Team. He peeked my interest.

We already discussed similar topics in our interview with Pedro Magriço from Typeforms but it’s always good to see different views.

In this interview, you’ll learn some of the results of the “Growth Hackers” mindset to the business people like David. Read on :).

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Couple months ago, I was going away to Barcelona for the weekend. I decided to go out there early to get some work done and meet with interesting folks.

I emailed a couple people and surprisingly Pedro Magriço answered. I was doing research on Growth at the time and especially about Growth Teams. Pedro brought me a tons of insights so we decided to do an interview together.

For those of you who don’t know Pedro: He’s been at Typeform since the early beginning. He started working on Marketing and later on as Head of Growth. His role into Typeform’s explosive growth shouldn’t be neglected!

Pedro has a really interesting point of view about Growth Teams and explains how they’re experimenting from an organizational perspective. Keep on reading!

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CEOs moving past Product / Market Fit often have issues to grow. They struggle to find more channels to acquire new leads. When I met Ryan, his problems were radically different…

They were growing quickly. His team was doing a fine job. They implemented Growth Processes, but after a few months, they realized that they weren’t moving the needle.

He had planned to launch campaigns within a few days. His experiments were launched in weeks because of a lack of attention from other people within the organization.

That’s usually a problem faced by big corporations. I never heard such a thing from a startup with 20 people. That’s when I decided to investigate.

It was after running dozens of interviews and studying hundreds of the fastest growing startups that I realized most companies don’t sincerely care about Growth.

I realized that most startups face these issues and have no idea of how to solve them. My research led me to some interesting findings that I’ll share with you today.

These lessons should help you to operate in a more efficient manner and start experimenting very quickly.

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