Writing about growth diagnostics.
Specific, evidence-based writing on how growth systems work, how they break, and how to find out where. Definitions, benchmarks, and the reasoning behind them. No listicles, no hype.
The discipline itself: what growth management is, how a growth system is measured, and how it fails.
The discipline of building the system that connects a product's value to the people who need it. Definition, history, and what the role owns.
A structured evaluation of a company's growth system. What it measures, what it is not, when to run one, and what a good one produces.
Growth runs on a system with 8 measurable dimensions, from product-market fit to team. What each one covers and the signs of weakness.
Funnels convert what you feed them; loops feed themselves. The difference, the four loop types, and how to find the loop your company can power.
Growth efforts fail in recognizable, repeating patterns: scaling before fit, tactics without diagnosis, vanity metrics, channel monoculture. The list of ten.
Quarterly. One growth audit is a snapshot; four a year make a trendline. Why the quarter is the right cadence, and what to do between audits.
Hire growth after product-market fit is evidenced and instrumentation exists, not before. The prerequisites, the first role, and the 90-day expectation.
How buyer demand is created, captured, qualified, and paid for.
The work of creating and capturing buyer demand. The 95-5 rule, demand creation vs capture, and the metrics that show it is working.
Converting existing demand into identified, contactable buyers. The mechanisms, the lead lifecycle, the metrics that matter, and the failure modes.
Demand generation creates and captures demand; lead generation converts it into identified contacts. The differences in a table, and the order that works.
MQLs show marketing-detected interest, SQLs pass sales acceptance, PQLs show real product usage. Definitions, a comparison table, and how to set thresholds.
The months of gross profit needed to recover the cost of acquiring a customer. The formula, benchmarks of 12 to 24 months, and how to shorten it.
Whether customers stay, return, and grow in value over time.
Product-market fit is measurable: the Sean Ellis 40 percent survey and cohort retention curves. How to run both tests and what to do below the threshold.
Good retention depends on business model: 25 percent for consumer social at 6 months, 60 to 80 percent annual logo retention for SMB SaaS. The benchmark tables.
NRR measures revenue kept and grown from existing customers. The formula, a worked example, benchmarks by segment, and how to improve it.