Building a Growth Team

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

1. Assess Readiness - Evaluate if your product-market fit and data infrastructure are mature enough to support a dedicated growth function.
2. Identify Bottlenecks - Map your current user journey friction to specific growth profiles like acquisition marketers or growth PMs.
3. Design Org Structure - Determine whether a centralized, decentralized, or hybrid model best suits your company culture and execution speed.
4. 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.