I’ve written before about the importance of building a solid growth process and building the best team to execute and experiment efficiently. I have also written at length about how we have set up our growth team and process at Recruitee.
I like to break ‘growth’ down into 3 key areas: Lead Generation, Branding and Product Growth. Though all 3 are key to scaling a business successfully, they do differ in terms of skills, projects and resources involved.
As we’ve continued to scale rapidly, I’ve found that having just one growth team dedicated to all 3 of these areas is both impractical and unscalable, as it divides attention and often deprives projects of the specialised skills needed in order to reach ambitious results.
As a result, we’ve begun shifting away from a ‘one growth team does all’ approach towards developing 3 different growth teams; one for each ‘area’ mentioned above. If you look at the broad nature of these ‘areas’, it becomes very clear that that much of it cannot belong solely to the growth department. The key to growing fast and sustainably is creating synergy between different teams and departments and making sure that everybody brings certain necessary expertise to the table.
For example, if you want to work on product growth, you cannot do expect to do it completely independently from the product team. In the same sense, if you are going to work on branding you cannot completely exclude the founders. Whilst working with solid feedback loops is always an option, I’ve always advocated working very closely together and developing cross-departmental teams. After all, growth is the goal for everyone in the company.
Of the 3 areas mentioned above, lead generation is the only part of growth that entirely belongs to the growth department at Recruitee. Growth still owns the metrics and process for product growth and branding, but the strategic teams require cross-departmental efforts and close collaboration.
The Growth Team
What was originally our only growth team is now essentially our lead generation team. Together, we run projects and experiments in order to drive awareness and convert it to quality leads, which then hopefully will turn into paying customers.
Once the leads are generated and nurtured, they are approached and hopefully closed by sales, which is why we try to work very closely between sales and growth to make sure we have a consistent and powerful lead flow. After all, lead generation is the accelerator pedal that drives a company’s growth.
The lead generation team consists of the head of growth (me), 2 growth marketers, our content marketing manager, a business developer and our ‘commercial designer’ (as a opposed to product designer).
Together we work on the basis of 2 week sprints where we run experiments and projects for lead generation.
The Product Growth Team
What first began as an informal UX team has now evolved into something bigger, consisting of 3 product designers, 3 growth marketers and our product marketing manager.
The product growth team is responsible for user experience, events based tracking, internal referral features, automated user onboarding, product content, feature testing and product marketing & communications.
The unique thing about the product growth team is that it combines people from both product and growth, creating a strong bond between two departments that need to work very closely together for a successful tech company to grow.
We usually meet every 1–2 weeks to outline projects and tasks. It can differ from case to case, but generally speaking, research and strategy are headed by the marketers while product implementation is coordinated by the product designers, who work closely with lead developers to make sure that our findings implemented into the product as effectively as possible.
The Branding Team
This is definitely the newest team of the 3. It all started when our head of design and I were talking about how to define branding. Obviously, everyone has a different perspective based on their own experience, skills and competencies.
After discussing what we think is most important for portraying Recruitee’s brand identity, we came to the conclusion that branding consists of vision, design and content. Again, branding is something that benefits from different skills and experiences.
Branding is different from the other two areas in that it involves a lot more longer term projects related to formalizing, strategizing and communicating the brand. As a result, the team is comprised of key stakeholders and executors who are most relevant to each of these 3 elements.
The 2 founders bring the vision to the table. The head of design and motion designer represent the visual and design aspects of branding, both on the product and the marketing side. The head of growth, the content marketing manager, the product marketing manager and the chief commercial officer cover the content and messaging side of the brand.
Together we form a multidisciplinary team that can approach branding challenges from all angles with the right expertise, experience and perspective.
As I always say, there is no ideal setup. Every company and industry is different and what might work for us, may not wotk for you. However, after years of seeing marketing teams spread too thin, I believe that this set up is a one that is scalable and that encourages different teams to pool their skills and resources for the best results. Whilst it’s great to have a team all-rounders, it’s also important to have specialists to avoid a ‘jack of all trades; master of none’ situation.