George Bonaci

Do you know what I find really hard?

I think the number one reason is it was on the manager. It was a mishire. They didn't scope the role effectively or the role changed. The needs of the business changed and they hired the wrong person, the wrong profile. I think generally managers try to come up with like a laundry list of skills that they want to hire for and they try to find someone that checks most of those boxes.

I think the number one reason is it was on the manager. It was a mishire. They didn't scope the role effectively or the role changed. The needs of the business changed and they hired the wrong person, the wrong profile. I think generally managers try to come up with like a laundry list of skills that they want to hire for and they try to find someone that checks most of those boxes.

I think the number one reason is it was on the manager. It was a mishire. They didn't scope the role effectively or the role changed. The needs of the business changed and they hired the wrong person, the wrong profile. I think generally managers try to come up with like a laundry list of skills that they want to hire for and they try to find someone that checks most of those boxes.

But that's almost the easy way to do things. I think the much harder way is to get really, really crystal clear on what is the one thing that we need? Like what is the one skill or trait or piece of experience, one problem we need to solve? And hiring someone that you have high confidence can do that or fill that gap versus check a bunch of boxes.

But that's almost the easy way to do things. I think the much harder way is to get really, really crystal clear on what is the one thing that we need? Like what is the one skill or trait or piece of experience, one problem we need to solve? And hiring someone that you have high confidence can do that or fill that gap versus check a bunch of boxes.

But that's almost the easy way to do things. I think the much harder way is to get really, really crystal clear on what is the one thing that we need? Like what is the one skill or trait or piece of experience, one problem we need to solve? And hiring someone that you have high confidence can do that or fill that gap versus check a bunch of boxes.

So not getting clear on that, I think, is the number one reason why you would miss hire. And that's mostly on the manager, if I'm being honest.

So not getting clear on that, I think, is the number one reason why you would miss hire. And that's mostly on the manager, if I'm being honest.

So not getting clear on that, I think, is the number one reason why you would miss hire. And that's mostly on the manager, if I'm being honest.

In that example, I think it's hard to find alpha if you're just having AI go find the opportunities for you. Having said that, I think AI is tremendously changing the role of growth.

In that example, I think it's hard to find alpha if you're just having AI go find the opportunities for you. Having said that, I think AI is tremendously changing the role of growth.

In that example, I think it's hard to find alpha if you're just having AI go find the opportunities for you. Having said that, I think AI is tremendously changing the role of growth.

It could be personalized, but almost by definition, that's just going to give you incremental gains on things you're already doing and things that has data on. I think like to get real advantage, like maybe we'll get to this point at some point soon, but I think it's hard.

It could be personalized, but almost by definition, that's just going to give you incremental gains on things you're already doing and things that has data on. I think like to get real advantage, like maybe we'll get to this point at some point soon, but I think it's hard.

It could be personalized, but almost by definition, that's just going to give you incremental gains on things you're already doing and things that has data on. I think like to get real advantage, like maybe we'll get to this point at some point soon, but I think it's hard.

Have the AI go talk to like 50 people in the industry and like synthesize what they're doing and apply what they think is going to be relevant to your business model and your ICP and like go apply that. That sounds really difficult to do, at least at the state of AI today, but maybe not in a year. Who knows? Tooling wise, does it change much? Yes, 100%.

Have the AI go talk to like 50 people in the industry and like synthesize what they're doing and apply what they think is going to be relevant to your business model and your ICP and like go apply that. That sounds really difficult to do, at least at the state of AI today, but maybe not in a year. Who knows? Tooling wise, does it change much? Yes, 100%.

Have the AI go talk to like 50 people in the industry and like synthesize what they're doing and apply what they think is going to be relevant to your business model and your ICP and like go apply that. That sounds really difficult to do, at least at the state of AI today, but maybe not in a year. Who knows? Tooling wise, does it change much? Yes, 100%.

I remember a few years ago, I was such a strong advocate that everyone on the growth team needs to be technical. They need to learn SQL. They need to learn Python. They need to learn how to work with a growth engineering team very, very closely. I think AI has upended that. You don't need to be nearly as technical as you used to. AI can help you write the code.