00:16:19 · Amir Movafaghi
Even Mixpanel, we've we've had quite a bit of a journey in terms of understanding the nuances of, you know, what it entails, what works within product led growth, and what you need to augment and layer on. The the fact of the matter is what's really awesome about product led growth and what's so good about so many of the startups and different, you know, growth companies really leaning into to this. At its heart, the principles that we have, we need to have a really amazing product that's self servable, that can... People can get value out of right away, that sort of speaks for itself. You barely need to sell, you know, that's kind of like the the the end all sort of, goal of product led. And that's awesome. But there is so much more to being able to leveraging product led growth and actually creating sustainable growth over time. And a big part of that is this element of, you know, market education. Everyone is gonna come in to your product with a very different set of maturity. Right? They may be at a different part of the company, different understanding of the problem that you're trying to solve as a company. Being very intellectually honest about truly segmenting and understanding where you have an opportunity to actually go drive product led growth, where you can deliver a self serve, for the most part, a self serve experience. That's really key. Acknowledging that there's a space and there's absolutely an opportunity to be very sales led in a way that you drive, augmenting that product led growth, knowing that you can always rely and fall back on the fact that you have an incredible product. That once you get to a right level of market education, when you get to the right level of getting a customer to the same spot, then your product will take care of the rest. It's just this kind of core appreciation that initially product led growth is really awesome because of its unit economics. It's like the fastest, the most affordable, the best way you can possibly grow, but it's kind of core at its core. It requires a really deep segmentation focus for it to work. First one is about being open and being open to feedback.
00:18:27 · Amir Movafaghi
You know, we as people get attached emotionally to our decisions about how to go from point A to point B and just knowing that having qualitative quantitative feedback will let you course correct and make sure you get to the destination on time. And then the second one is about being able to lead change. And lead change has the element that Mixpanel every six months is gonna be a fundamentally different company. And we want not only individuals to, you know, be okay with change or support it, but we want them to lead it. We want them to know that we're gonna need to explore and find ways to go out and create ways that we can create more value in the marketplace. Third is customer focus, which at the end of the day, we're only successful if our customers are getting value. And so any decision we make around what product we prioritize, how we do pricing and packaging, right, how we evolve our support organization is around this kind of long term value that we're creating for our customers. The fourth one is results oriented, which acknowledges that, you know, the single best way for us to keep ourselves accountable on whether we're moving toward fulfilling our mission as a company to help the world learn from its data is people's willingness to pay us money to to solve that problem. And so top line ARR growth, are we driving that in a sustainable fashion through the right margin profile? And then finally is the one team which really emphasizes the importance of establishing meaningful connections among employees to move beyond the transactional Zoom interactions into a place where they know each other, they can trust one another. So when they do get into a position of conflict, there's trust and safety that allows them to work through those things productively.