Nima GardidehFounder @ Suto

Currently founder of Suto, working on social commerce products.

ex-Head of Product at Taplytics. ex-Head of Mobile & Retail @ Frank & Oak. Ex-CTO of Venio. Ex-PivotalLabs.

Expertise: Growth, product and engineering.

Recent Answers

We initially had our own A/B testing system at Frank & Oak. It wasn't very robust.

We've been using Taplytics for about a year or so now – they're pretty awesome. They have a visual editor that works just like Optimizely does – but for the web and you basically have to just drop the SDK in.

I've tested nearly 10-20 common ones in the past few months, but what I've realized about growth hacking in general (other than the fact that the phrase itself is rather misleading) is that it should be a lot less about techniques and more around a mindset. You can significantly hurt your business if you just try things others have tried and gain traction that just isn't real and sustainable. I think that's why no one has really answered your question here for a few days to begin with.

Good luck! More than happy to chat about the specific tests I've ran in the past if you're still interested.

It looks like you're not looking for someone who can scale and become a full fledged CTO (or you might not even need one), so try to look at it as a founding engineer hire instead.

With early founding engineers, you can sell them on things like:

- opportunity for learning
- understanding business practices and models
- opportunity for leadership down the road

And the equity structure should be something around 1-5% of the business vested over a few years. You'll have to sit down and explain it to them as some people either aren't educated or they want to be assured of exactly what they're being given.

I did this a few times last year and if done well, you can get some solid work out of them :)

Feel free to call me up and chat about it more.

We just started doing this properly. To start, I think it's important to define a structure for setting expectations and estimating tasks.

We use Pivotal Tracker's linear point system and aim for a certain velocity within our teams.

On each project, we meet with everyone who will be invoked to try to estimate the efforts using that point system. As the project goes along, it's the product manager's (or head engineer's, or boss man's) job to keep track of how the team is doing to execute and either estimate the timeline or de-scope features that are low priority and can be pushed for the next release.

Your job is to lead the team into a rhythm of shipping product as fast as they can with a high quality of integrity.

Happy to chat further about this stuff we recently went through it :)

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