George Bonaci

Yeah, I'm a Google Doc person. I think the DRI should write it up. They should send it out in advance, at least like 24 hours in advance. People have time to like think about it. But ideally, like I'm more in favor of a live conversation rather than add some comments, have a conversation in the comments in the doc and then like have a maybe more boring live conversation. So I'm big on live.

Yeah, a really tactical example was we were doing some very basic A-B testing on our homepage and we saw that a red button by far outperformed anything else. Now, red is like as a button is generally like a bad idea. It has a negative connotation. It's like something is wrong and don't hit the red button.

Yeah, a really tactical example was we were doing some very basic A-B testing on our homepage and we saw that a red button by far outperformed anything else. Now, red is like as a button is generally like a bad idea. It has a negative connotation. It's like something is wrong and don't hit the red button.

Yeah, a really tactical example was we were doing some very basic A-B testing on our homepage and we saw that a red button by far outperformed anything else. Now, red is like as a button is generally like a bad idea. It has a negative connotation. It's like something is wrong and don't hit the red button.

But we couldn't ever find anything that outperformed on a pure A-B testing basis like that red button. Now, it turned out when you actually went and looked at the data by segment, although it outperformed in general, it's severely underperformed for like the enterprise segment. It's like a great example of like Simpson's paradox.

But we couldn't ever find anything that outperformed on a pure A-B testing basis like that red button. Now, it turned out when you actually went and looked at the data by segment, although it outperformed in general, it's severely underperformed for like the enterprise segment. It's like a great example of like Simpson's paradox.

But we couldn't ever find anything that outperformed on a pure A-B testing basis like that red button. Now, it turned out when you actually went and looked at the data by segment, although it outperformed in general, it's severely underperformed for like the enterprise segment. It's like a great example of like Simpson's paradox.

When we took that information and like removed that from the web team and applied it to the content team and apply it to everyone else that was using the red button as a best practice, that was like incredibly valuable because most of the content we were generating was for enterprise. Most of the webinars we were generating were for enterprise.

When we took that information and like removed that from the web team and applied it to the content team and apply it to everyone else that was using the red button as a best practice, that was like incredibly valuable because most of the content we were generating was for enterprise. Most of the webinars we were generating were for enterprise.

When we took that information and like removed that from the web team and applied it to the content team and apply it to everyone else that was using the red button as a best practice, that was like incredibly valuable because most of the content we were generating was for enterprise. Most of the webinars we were generating were for enterprise.

Like most of the direct mailers we were sending were for enterprise. So what we were actually doing by saying, hey, red is the best button or sorry, the best practice was actually like decreasing the performance of all of these things we were doing that were specific for the enterprise segment.

Like most of the direct mailers we were sending were for enterprise. So what we were actually doing by saying, hey, red is the best button or sorry, the best practice was actually like decreasing the performance of all of these things we were doing that were specific for the enterprise segment.

Like most of the direct mailers we were sending were for enterprise. So what we were actually doing by saying, hey, red is the best button or sorry, the best practice was actually like decreasing the performance of all of these things we were doing that were specific for the enterprise segment.

That's a good question. I think my personal opinion is I think growth should be independent. I think like the growth team's mandate should be to figure out how to grow the business. And that should be more than just marketing. It should be more than just product. It should mean that like you have the mandate to do whatever is the highest leverage. To me, that means you probably should report to

That's a good question. I think my personal opinion is I think growth should be independent. I think like the growth team's mandate should be to figure out how to grow the business. And that should be more than just marketing. It should be more than just product. It should mean that like you have the mandate to do whatever is the highest leverage. To me, that means you probably should report to

That's a good question. I think my personal opinion is I think growth should be independent. I think like the growth team's mandate should be to figure out how to grow the business. And that should be more than just marketing. It should be more than just product. It should mean that like you have the mandate to do whatever is the highest leverage. To me, that means you probably should report to

Honestly, that's one of the reasons why I love Ramp is the growth team reports to one of the co-founders. I think some companies have chief growth officers. I think other folks have growth organizations that are more like SWAT teams and kind of roam between different parts of the business. Ultimately, it does depend on the business, but I think they should be as independent as possible.

Honestly, that's one of the reasons why I love Ramp is the growth team reports to one of the co-founders. I think some companies have chief growth officers. I think other folks have growth organizations that are more like SWAT teams and kind of roam between different parts of the business. Ultimately, it does depend on the business, but I think they should be as independent as possible.

Honestly, that's one of the reasons why I love Ramp is the growth team reports to one of the co-founders. I think some companies have chief growth officers. I think other folks have growth organizations that are more like SWAT teams and kind of roam between different parts of the business. Ultimately, it does depend on the business, but I think they should be as independent as possible.

Yeah, I was stealing alpha from investing terminology. What's your unfair advantage is maybe a better way to put it. That is the key to being a good growth team. You've got to figure out something that is not saturated and that other people ideally are not doing. I think the way that you find alpha... is either by doing things that no one else knows about, either most likely because it's so new.