Product value and product-market fit
Product quality, UX simplicity, product velocity, PMF validation, and value delivery as prerequisites for scalable growth.
38%
Best tweets about Product-Led Growth
50 Best Tweets About Product-Led Growth (2026)
Explore the best tweets about product-led growth, including activation, onboarding, free trials, virality, conversion, retention, pricing, and PLG metrics.
Product-led acquisition, activation, onboarding, conversion, retention, expansion, pricing, experiments, metrics, and verified company examples.
- Creators
- 43
- Updated
Original Xholic analysis
What 50 top Product-Led Growth posts reveal
The dataset contains 50 tweets from 43 creators. Discussion is predominantly supportive (70%) and most often tagged around product value and PMF (38%), onboarding and activation (36%), acquisition channels (34%), growth metrics (32%), and both PLG-sales hybridization and retention (30% each). The supplied format benchmark ranks lists first by median all-time score (31.4), while pricing and monetization is the highest-scoring theme by median (24.18). Across the cited posts, common recommendations are to reduce time to value, diagnose funnel stages, assess retention, and consider product-native distribution; posts differ on the role of paid acquisition, sales, and free-plan boundaries.
- Dominant tone
- Positive
- Median score
- 16.9
- Leading format
- Case Study
- Recent posts
- 50%
56% of posts
All-time engagement
34% of posts
Published in 90 days
Conversation map
The themes creators return to
Onboarding and activation
Reducing setup friction, guiding users to a fast aha moment, and optimizing first-use activation flows.
36%
Acquisition channels
Acquisition channel strategy across organic content, communities, SEO, partnerships, outbound, paid media, and channel focus.
34%
Growth metrics and funnel diagnosis
Metrics-led growth management: cohorts, retention curves, activation metrics, CAC, LTV, payback, NRR, and funnel diagnosis.
32%
PLG and sales hybridization
Self-serve and freemium product motions, including when to layer in sales for larger accounts or enterprise expansion.
30%
Retention and churn reduction
Retention, churn diagnosis, customer health, lifecycle interventions, win-backs, and deeper product adoption.
30%
Product-led distribution and virality
Product-native distribution through referrals, collaboration, sharing, integrations, user-generated content, and viral loops.
24%
Pricing and monetization
Pricing, packaging, free-plan design, paywalls, trials, usage-based monetization, upsells, and annual-plan testing.
20%
Tone and stance
Sentiment Positive leads
Author posture Supportive leads
Performance benchmark
- Median likes
- 47
- Median reposts
- 3
- Median replies
- 9
- Median views
- 3.4K
Posts with media make up 28% of this collection. Their median all-time score is 12.8, compared with 21.8 for text-only posts.
Format mix
- Case Study 34% · score 11.7
- Opinion 30% · score 16.7
- List 20% · score 31.4
- Tutorial 14% · score 8.54
Consensus and debate
Where creators agree, and where they do not
Shared view
Value, activation, and retention come before additional growth tactics
Several posts prioritize getting users to an aha moment quickly, delivering core value repeatedly, and examining retention before adding growth tactics. The Facebook-focused posts specifically present engaged-user pathways and retention curves as inputs to this assessment.
Shared view
Use funnel signals for diagnosis
Posts advocate locating the point of failure in the journey—for example traffic, signup, activation, paid conversion, retention, pricing, or sales—and then investigating that stage rather than treating impressions or other top-line activity as sufficient evidence of progress.
Shared view
Distribution can be product-native
Authors describe referrals, integrations, shared outputs, communities, and user-published workflows as potential distribution mechanisms alongside content and other acquisition channels.
Shared view
Retention is a recurring PLG measurement focus
Retention is a recurring topic: posts point to retention curves, gross and net retention, expansion, and deeper feature adoption as measures or areas to examine when evaluating PLG performance.
Open debate
Paid acquisition: avoid it or improve product economics first
Andrew Chen argues that paid acquisition should be a last-resort lever for startups. Two other posts describe improving product experience, onboarding, pricing, and trial conversion before increasing ad spend or resuming funnel tests. These posts differ in emphasis, but all put product work ahead of simply scaling spend.
Open debate
Sales is conditional rather than universally excluded
One author reports removing sales from a simple self-serve product without a sales impact. In contrast, the Gamma retrospective says its CEO wished sales had been added earlier, and another post argues that future companies may combine strong self-serve products with sales.
Open debate
Free-plan design has acquisition and trust trade-offs
Posts present free access in different ways: one calls a free plan a growth strategy, another recommends a hard paywall when users are engaged, and a third warns that reducing previously generous access can damage trust if expectations were set differently.
What performs
Patterns behind standout posts
The largest score outliers span several PLG narrative types
The five supplied outliers range from 151.31 to 1,558.18 in all-time score. Their cited posts cover an ElevenLabs GTM retrospective, a churn checklist, Zapier’s launch and growth-rate story, Facebook growth principles, and an argument against paid acquisition.
Lists lead the supplied format median
Lists have the highest supplied format median all-time score, 31.4. This is above opinions (16.737), case studies (11.676), and tutorials (8.545).
Pricing and monetization leads the supplied theme medians
Pricing and monetization has the highest supplied theme median all-time score at 24.18, narrowly above acquisition channels at 24.156. Product value and PMF has the lowest listed theme median at 11.676.
Top-voice score context
Among the listed top voices, Alex Nguyen has the highest supplied two-tweet median all-time score at 72.23. Andrew Chen has one supplied evidence tweet with an all-time score of 151.314.
Statistical standouts
- View standout post 1 Score 1558.2 · 92.47× median
- View standout post 2 Score 1178.3 · 69.93× median
- View standout post 3 Score 198.0 · 11.75× median
- View standout post 4 Score 151.8 · 9.01× median
- View standout post 5 Score 151.3 · 8.98× median
Creator landscape
Who shapes this conversation
The five most represented creators account for 20% of the selected posts.
-
1. Alex Nguyen
@alexcooldev
2 posts
-
2. Fikri
@fbrsaas
2 posts
-
3. Harshil Tomar
@Hartdrawss
2 posts
-
4. Jason ✨👾SaaStr.Ai✨ Lemkin
@jasonlk
2 posts
-
5. Randall Kanna Franson
@RandallKanna
2 posts
-
6. Romàn
@romanbuildsaas
2 posts
Alex Nguyen: a product-and-content acquisition checklist
Across two substantially similar posts, Alex Nguyen lists smooth onboarding, in-app upsells, SEO and case studies, referrals, social posting, integrations, and pricing tests as components of a no-ad-spend SaaS approach.
Romàn: pairing PLG with larger-team opportunities
Romàn’s GojiberryAI post says 3% of its customers came from sales calls and describes plans for a stronger sales motion. A separate post recommends two-week pilots for teams of five or more seats and reports 50 seats and $5,000 in new MRR closed that day.
Fikri: prioritize the internal product experience
Fikri’s posts argue for diagnosing problems, simplifying onboarding, building retention loops, and improving value delivery before scaling marketing or pricing. They also rank feature expansion last by default in the author’s proposed priority order.
How this analysis was made
Themes, sentiment, stance, and post format are classified per tweet. All counts, shares, medians, creator concentration, freshness, and performance comparisons are then calculated directly from the published snapshot.
Xholic's all-time score compares engagement while accounting for reach, post age, and creator consistency. It is used for relative comparisons within this collection.
This report analyzes the exact 50-post snapshot shown below. AI identifies editorial categories and drafts explanations; all statistics are calculated from the snapshot, and every narrative claim is checked against cited posts before publication.
Best Product-Led Growth tweets
Top Product-Led Growth tweets from 43 creators
Ranked 01–50
- 01
@Carles_Reina ·
If I had to restart @ElevenLabs GTM from scratch, these are the things that I would change 🖊️ - Hire quicker. I was alone selling for the first 9 months because I believed we didn't have PMF. Main reasons: the AI tourist external mantra of 2023, and the uphill battle convincing everyone to hire more GTM (Sales development, Sales, Customer Success) because we were still mostly PLG / self-service. The hiring constraint lasted until earlier this year when we boosted our team to meet demand. - Build an enablement team earlier. Sales enablement has such an important role in an org, and we mostly think about it when we hire a lot of people. The reality is that we need Enablement earlier due to the speed of product iteration. - Open more markets. The results from Uber v Lyft operating models played a key role in deciding to open markets early, but I would triple down on it if we were to start over. - Have more big bets. Similar to VCs, you only need 1 big bet to work in order to generate Alpha. We could have executed more big bets if we had had a single person owning & iterating on them. Former successful founder profile with drive and speed. - Be more vocal about product ROI & our success. People buy from people, and companies buy based on success & ROI. In AI, we've all been slow showing ROI. This should be the key number when you start a conversation. - Hire senior sellers. In startups, we've been told that culture is everything and someone with +25y experience may struggle to fit in. This is bullshit. The experience, connections and drive +25y sellers bring is crazy. We have a bunch today, but I would hire many more earlier. - Reduce cash commissions and replace them with more equity. Cash is king, but Equity is queen. Queens also rule countries, so why not make Equity the dominant one in GTM? - Open more offices. We are a remote-first company, but our customers are everywhere, and employees want to meet each other. I would open more offices to be embedded in markets quicker. - Fun brand. Brand perception is 33% of the work. Building a fun brand adds quickly. - Outbounds outbounds outbounds. We waited too long to migrate to an Outbound organisation. I would do it from day 1 now. - Pipeline construction with more whales. The ideal pipeline needs to have a combo of segments to reduce risk, improve results and provide liquidity. We waited too long to pitch & bring whales. - Not all deals are good deals. We, sellers, want to close a lot of ARR, but it is important to split early on between good vs bad deals. Thank you to Tomasz Gmur for asking how I would do GTM again!
- 02
@tibo_maker ·
I've built and sold 2 saas for $8m. now I run a saas portfolio doing $1m mrr churn has cost us more growth than anything else so I made my team a list of 12 reasons users churn. sharing them here too: 1. you sold to bad-fit customers. that churn was booked the day they signed. write down the 3 traits your best accounts share and disqualify leads who miss them, even when you need the cash 2. onboarding never hits the aha moment fast enough. find the one action that predicts retention and rebuild onboarding so every new user does it in session one 3. failed payments cause 10-20% of churn and nobody's watching. add dunning emails, card-expiry reminders, and smart retries. it's the easiest churn you'll ever win back 4. silent churn. they went quiet months before cancelling. build a health score from logins and core-feature usage and get pinged the moment it drops 5. usage isn't value, results are. define the outcome each customer came for and measure whether they hit it, not whether they logged in 6. "budget" is never the real reason. it's the polite version of "I stopped seeing value." when someone leaves on price, dig one layer down and close the value gap 7. you watch net retention and ignore gross. expansion hides a leaking base for a year. if the retention curve never flattens, fix the product before you spend another dollar on ads 8. no expansion revenue, so normal churn drags you backward. add one upsell or usage-based lever that lets good accounts grow, not just renew 9. the product stopped evolving. their needs moved, yours didn't. talk to churned power users and ship against what they outgrew 10. cancelling is all or nothing, so they pick nothing. offer a pause, a downgrade, or a heavy discount, plus a prompt asking why. save who you can, learn from who you can't. read every cancellation reason weekly and then act on it 11. no win-back motion. nearly half of returning customers come back within 30 days. fire a sequence the week after they leave and lead with something they never saw, a new feature or workflow 12. shallow usage means zero switching cost. drive adoption of a 2nd and 3rd feature until you're wired into their weekly workflow. depth is the moat hope it helps 🙏
- 03
@wadefoster ·
It was May 2012, and we hadn't yet launched @Zapier. Two YC office hours changed everything. The first was with @GarryTan. He had one question: "Have you launched?" We said no. We had users. People had paid us. But in our minds, the product wasn't good enough. Garry didn't care. He said launch now. We did and realized we were dumb to wait. Our second office hours was with @PaulG. Same question: "Have you launched?" This time we got to say yes. So he gave us an assignment: "Grow revenue 10% week over week. 10% is great. 20% is fantastic." So we set off to grow 10% a week. And we did. Last week PG posted this thread, and it brought all this back. 10% a week is 142x a year. Even at scale, growth rate is the signal. Focus on growth rate and you'll find the future.
- 04
@StartupArchive_ ·
Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: @gaganbiyani (Jan 2013)
Watch video
- 05
@andrewchen ·
There's a vast marketing industrial complex of agencies/consultants/advisors/whatever that promotes tech startups spending billions of dollars of unaccountable marketing budget. They're triggered by my anti-paid stance but here's the reality: - paid marketing is much, much worse than organic on every metric (conversion, ROI, etc) - startups work on a fast time scale and can't manage LTV/CAC correctly beyond a months timeframe - risk is asymmetric. a few bad cohorts can kill you (and btw, this has definitely happened) - the age of easy/cheap ad inventory is over. Pricing is controlled by an oligopoly, it's all being algorithmically bid up, and ROI sucks at scale - paid UA has S-curves. Early spend looks good, but plateaus and it's easy to get addicted - if your product is growing organically already, you might just be cannibalizing and pulling forward demand you'd already get anyway - high reliance on paid indicates weakness in the core product and value prop - you can't build a 100m+ DAU product with the majority coming from paid UA (it's just obv math) - going majority paid UA makes it 10x harder to raise VC capital down the line. For all the reasons on this list the main benefit of paid is simple: your agency/consultant/whatever spends money, some numbers go up, and you feel like you're doing something. It's simple to understand, you can apply it to every type of product, and every big co does it right? Billions of dollars swap hands just based on this dynamic. But for startups I argue it's the growth lever of last resort, since it's the most commoditized form of distribution -- you should try to exhaust your other ideas, invest deeper in your product, and grow based on whats unique in the ways that only your startup can grow. That way your channels are as defensible as possible, built around your killer value prop After all one day, you hit your CAC ceiling, your channel saturates, or worse, your competitors just do the same, copying your distribution strategy, dragging the whole industry into a prisoner's dilemma. When that happens, it's hard to incubate a bunch of new 0-1 channels to save your forecasts. The temptation is just to stretch payback periods, buy more, and ride it out. That's a dark path...
- 06
@romanbuildsaas ·
GojiberryAI went from $0 to $4M ARR with a team of just 8 people. What got us there so fast: → PLG-first motion: only 3% of our customers come from sales calls. → Multi-channel marketing: Reddit, LinkedIn, Meta Ads, B2B influencers, X, YouTube... → Shipping fast: new features and improvements every single day. But what got us from $0 to $4M won't necessarily get us from $4M to $20M+. So we're using August to rethink how we operate and prepare for the next stage. The plan: → More marketing to massively expand the top of the funnel. → More features built specifically for sales teams and agencies, our highest-retention customers. → A much stronger sales motion. Right now, our CRM is a mess and we're leaving a lot of opportunities on the table. The first $4M ARR was about finding what works. The next $16M is about scaling it. Let's see how fast we can get there.
Watch video
- 07
@getryze ·
i spent 1.5 days studying the growth loops behind the fastest-growing startups they're the closest thing to free distribution here are 7 brilliant ones: 1/ robinhood — you referred friends to jump the waitlist. 1m signups before launch, $0 on ads 2/ rogo — every report a banker exports says "powered by rogo," then gets forwarded around the firm. signups come in on their own 3/ gas — it pinged kids "someone in your grade likes you," they downloaded to find out who. #1 in the app store, then sold to discord 4/ tl;dv — after every meeting it emails a branded recap to everyone on the call, even non-users. each one turns into a lead 5/ calendly — every booking link you send puts calendly in front of whoever books. that's most of how it got to $100m+ ARR with barely any ads 6/ lovable — every app you build ships with an "edit with lovable" button. $10m ARR in ~2 months 7/ dropbox — invite a friend, you both get free storage. that loop took them from 100k to 4m users in 15 months if you want to build one, design for virality from the start: 1/ make sharing rewarding, low-friction, and tied directly to the aha moment 2/ validate the pmf first, then obsess over sharing 3/ make sharing feel like the natural, core reason the app exists, not something you bolt on after launch — or it won't spread. that's the mistake almost everyone makes: they launch, growth is flat, and only then do they think about it 4/ measure it — new users per user, and how fast they come a single loop like this has carried startups from $0 to $10m ARR with no ad spend
- 08
@alexcooldev ·
How I grew SaaS MRR without spending on ads: - Smooth onboarding → less churn - In-app upsells → more $$$ - SEO + case studies = free leads - Referrals still undefeated - Posted daily on X, Reddit, TikTok, LinkedIn - Integrated with tools (Zapier, Notion…) - A/B tested pricing + pushed annual plans No ads. No team. Just product + content.
- 09
@alexcooldev ·
How I scaled SaaS MRR → $0 ads: - Smooth onboarding = less churn - In-app upsells = more revenue - SEO + case studies → free inbound - Referrals (still OP) - Daily posting on X, Reddit, TikTok, LinkedIn - Integrations (Zapier, Notion, etc.) - A/B tested pricing → pushed annual plans No ads. No team. Just product + content.
- 10
@LoganTGott ·
Clay went from $0 to $30M ARR in 2 years. Most founders think it was the product (which is obviously solid) but really it was distribution. Here's what they actually did: 1. Picked ONE ICP (growth/ops teams) and refused to expand 2. Built a public Slack community where power users taught each other 3. Founder-led LinkedIn content (not corporate page slop) 4. Power users posting Clay workflows + results on LinkedIn for free 5. PLG first, then layered in sales motions as they scaled Clay didn't win on better outbound. They built a distribution funnel. Most SaaS founders are still scaling through paid ads. The ones winning are building audiences.
- 11
@StevenCravotta ·
Most apps treat onboarding like a feature tour. That's backwards thinking: You're not selling features. You're not explaining buttons. You're not giving a product demo. You're solving problems. Here's what converts: → Show immediate value in 30 seconds → Present pricing when they're hooked → Lead with their biggest pain point Smart onboarding is about activation. Take them through their pain and then show your app as THE solution. Your flow: ↳ Quick win delivery ↳ Problem recognition ↳ Hard paywall Don't give away everything for free. Start charging when users are most engaged.
- 12
@tanayj ·
Clay's @vxanand had a great piece on lessons from their GTM playbook that allowed them to get to $100M ARR: • Using reverse demos to cut out friction and get to a self-serve product • Focus on Brand - premium domain (Clay dot com), distinct creative, hired head of Brand early; • Early to usage-based pricing in GTM tech which was aligned with efficiency & enabled true land-and-expand. • Agencies as GTM force multiplier - cold email agencies were buiding businesses on Clay & they leaned into and enabled them • Unconventional hiring with bias for product passion, customer empathy and technical curiosity • Created a new role (GTM engineering) and enabled the surrounding community around it
- 13
@romanbuildsaas ·
If you’re building a PLG SaaS, try this: 1) Send an outreach offer with a 2-week pilot for teams with 5+ seats 2) Get them in fast, set it up properly, and overdeliver hard 3) Convert the whole team Today I closed: 13 seats 17 seats 20 seats → 50 seats total → $5,000 in new MRR That’s the equivalent of 50 self-serve customers… But with way higher LTV. So realistically? It’s closer to 100+ customers. Same product. Same acquisition channel. Just packaged differently. I think I’m slowly shifting toward enterprise deals 👀
- 14
- 15
@yasser_elsaid_ ·
The case for choosing to build a self serve product led startup instead of sales led: AI is the great equalizer. Before, the bottleneck for building was intelligence plus agency. Now intelligence is accessible. Agency is the only bottleneck left. That means more people will build, and the types of companies they build will not need more than 50 people to run. We are about to see an explosion of sub-50 employee companies. Enterprises have always run an extremely big chunk of the economy, and that will still be the case. But startups and SMBs will take more and more of that market share. Fewer 10,000+ employee companies. Way more sub-50 employee ones. If you're a founder building for this world, the best thing you can do is build the best self-serve platform possible. These companies have lean, fast teams that experiment with multiple products, use AI to help them choose, and move on. The strategy of a long sales cycle for a higher ACV account doesn't make sense here. Self-serve forces you to build a better product. There is no human hand-holding. No custom builds. If you don't build an intuitive product, people will churn. As simple as that. You won't have a business. So you spend your time optimizing the user experience. Which is arguably one of the few things that actually differentiate companies now, because AI commoditizes features. Features are not differentiators. UX and ease of use are the moat. The other problem with sales-led is that it assumes humans are making the buying decision. That has been true and will continue to be true, but to a lesser extent. More and more purchasing decisions will be made by agents. You're building something and you want a customer support tool. You ask Claude to integrate it into the site you're building. It will just integrate the tool it knows most about with a public docs website. Your docs become your sales team. Your API becomes your pitch deck. Sales-led makes more money right now. It's like consulting. Consulting makes money. But long term you need both. Companies like Stripe and Vercel are doing this. They built incredible self-serve products, and layered on strong sales. Companies of the future will look very similar to those two.
- 16
@lukesophinos ·
Your GTM motion is probably more important than your product. It's where 99% of founders fail. The best founders don't launch without confidence in their GTM. Some industries are just brutal slogs. Education is one. You can have the best product on earth and it'll still take a decade to scale. You have to think about GTM the same way you think about product. They work hand in hand. A good product without users is a shitty product. Some industries just aren't set up to adopt quickly, even when they desperately need what you're building. Here's what I strongly recommend before going all-in on a vertical: Study every company with real traction in that space. Is it sales led? Marketing led? How long did it take them? What's their ACV and how does that enable their motion? Test relentlessly. Spin up vaporware. Act like you have the best product the industry has ever seen. Try marketing led GTM and advertise on digital channels. Test sales led and see how long it takes to get to contract. Product led? Build a v1 and see if freemium conversion or expansion actually works. Track channels with insane intensity and intellectual honesty. What's working? What's not? If this persists, how long will it take to build the company I actually want to build? I've had ideas I was ecstatic about. The market needed it. Customers were begging for it. But the GTM motion wouldn't work. Too painful, too long. I abandoned ship. Don't fall into the GTM trap. Too many founders don't think about this until 1-2 years in. That's a painful time to realize you're facing a long, brutal slog. Validate your GTM motion like you validate your product.
- 17
@Hartdrawss ·
20 things silently KILLING your SaaS ! Read this first ! 1/ no onboarding flow > user signs up. stares at an empty dashboard. leaves. > you never know why 2/ core action takes more than 3 clicks > every extra step is users you lose > count the clicks to your first value moment 3/ no empty state design > blank dashboard with zero guidance > user thinks the product is broken 4/ sign-up before value > you asked for an email before showing them anything worth caring about 5/ no activation metric defined > you dont know what "active user" means > so you cant optimize for it 6/ pricing page with 4+ tiers > decision paralysis > more options = fewer conversions 7/ no cancellation flow > user tries to cancel. one click. gone. > no save attempt. no feedback collected. 8/ feature announcements with no user context > "we added X" means nothing > your user doesnt know what X does or why they should care 9/ password-only auth in 2026 > OAuth login increases signups by 20-40% on most consumer products > this one change alone is worth an afternoon 10/ loading time over 3 seconds on the core action > users dont wait > especialy on mobile 11/ no in-app feedback mechanism > you're guessing what to build next > your users would tell you if you asked 12/ mobile layout broken > you tested on Chrome > 60% of your users are on phones 13/ emails going to spam > your welcome email, feature updates, password resets > all in spam. nobody told you. 14/ no email sequence post-signup > user signs up. silence for 7 days. > they forget you exist 15/ free plan too generous > no reason to upgrade > free users stay free forever 16/ free plan too restrictive > no reason to invite others > no growth loop 17/ support only via email > urgent problem. user sends email. waits 48 hours. > churns. 18/ no changelog or roadmap > user asks about a feature. you shipped it 2 weeks ago. > they had no idea. 19/ referral program buried in settings > your best growth lever > hidden where nobody looks 20/ no churn conversation > user cancels. you let them go. > never found out why. make that same mistake again. fix the product before you fix the marketing. bookmark this.
- 18
@natiakourdadze ·
* If users churn in 1 hour, you have a product problem. * If users churn after 1 month, you have an LTV problem. * If visitors don't sign up, you have a messaging problem. * If users sign up but never activate, you have an onboarding problem. * If your website gets no traffic, you have a marketing problem. * If users love your product but don't refer it, you have a viral loop problem. * If customers ask for discounts before buying, you have a pricing problem. * If leads reply but never book a call, you have a sales problem. * If customers buy once but never return, you have a retention problem. * If you're growing but not making money, you have a monetization problem.
- 19
@emilylai ·
Thinking about how crypto incentives on retail apps skew user behavior. This makes traditional metrics like LTV more difficult to measure and affects user acquisition marketing downstream When targeting new users on CT, there’s two distinct user types: 1. Those who actively use your product for its main use-case (e.g. want to trade gold and think you’re the best venue to do it, so continually trade on your platform) 2. Those who only use your product to farm it for a potential airdrop (may drive revenue but out of speculation) LTV and payback period are common metrics used in traditional marketing. If you know the average revenue a user drives, you have a cost you’re willing to pay to get a new one - this helps give you a benchmark for CPA targets To get “real” LTV in crypto retail products when incentives are involved though, you have to cohort “top” users based on retention and revenue, and measure it there Even that doesn’t feel fully accurate though; I find LTV in crypto a lot more elastic as the audience size is small whilst new competitors pop up and vampire attack each other through incentives - it makes metrics like LTV less durable Downstream from all this as well, LTV from a high-revenue-over-time type quality user captured from CT also may not be comparable to non-crypto native users you capture on other channels, so you a margin is needed to have a target CPA when running growth experiments What does this mean for crypto apps? For one, I particularly would want to build or work somewhere with a mission bigger than CT. To get there most quickly means: 1. Focus on retention and lifecycle, crypto-native TAM is small, maintain easiest targetable revenue 2. Product teams should focus on new features and baseline being competitive to crypto apps (helps with retention and UA) 3. Onboarding and onramp flows optimizing for conversion rate for non CT users, can even segment these based on different channels 4. Measurable experiments that growth teams can quickly scale, cut, and optimize
- 20
@pmitu ·
🔖 If your SaaS is making less than $1k MRR do these 15 things: 1. Talk to EVERY user: learn why they signed up, what they use, and what they actually want, their pains 2. Segment your audience: different users need different messages 3. Test multiple positioning angles: what you are actually selling 4. Reach out to 100 ideal customers: sell directly + get feedback + earn reviews 5. Rewrite your copy: most landing pages explain features instead of value 6. Update your landing page around the positioning that converts best 7. Study Product-Led Growth: remove friction and help users experience value faster (onboarding + freemium + aha moment) 8. Improve your free plan: the easier it is to get value, the easier it is to convert to paid plans 9. Experiment with pricing: your current price is probably just a guess 10. Test annual plans and different discount levels 11. Partner with creators and niche influencers for reviews and exposure (grant them with free access) 12. Run an SEO audit with Claude and fix the obvious gaps 13. Publish content that solves customer problems on X, LinkedIn, Medium (not content that talks about your product) 14. Collect testimonials from every happy customer and showcase them everywhere (!!!) 15. Build social proof on review platforms like G2, Capterra, TrustPilot most SaaS founders don't need more traffic they need to understand their customers better first and create a space for growth this is marketing!
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@jacalulu ·
Go-to-market is having a moment. We talk a lot about how AI has made building easier. Anyone can ship. The question has shifted from can you build it to should you build it — and then, once you decide to build, can you make sure the right people know it's for them. GTM has always mattered. But I think it's becoming THE skill. Here's something that's been on my mind: vertical-specific marketing is not a new idea. Notion doesn't talk to a college student the same way it talks to an enterprise team or a solopreneur building their second brain. Stripe doesn't pitch a scrappy startup the same way it pitches a marketplace or a global enterprise. Different landing pages, different messaging, different entry points — all leading to essentially the same product underneath. The landing page did the work of making you feel seen. Then you dropped into the same experience as everyone else. AI changes that equation completely. The cost of building is approaching zero. The ability to understand context, adapt tone, surface the right features, and shape the entire experience around who you are — that's no longer a moonshot. It's just a product decision. Which means the vertical-specific landing page doesn't have to stop at the landing page anymore. It can carry through the onboarding. The default settings. The suggestions. The entire product surface. The student and the enterprise team don't just get different ads. They get different products — that happen to share the same infrastructure. We're at the beginning of a world where GTM and product are the same thing. Where the message you used to acquire a user becomes the experience that retains them. That's a pretty wild shift in how we should think about what gets built — and for whom.
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@antinertia ·
you all see companies going from $0 → $100m in months… but here’s the real math you should actually care about for plg saas / prosumer: - ltv:cac = 3:1 to 5:1 lower = not efficient higher = underinvesting - cac payback < 6–9 months how fast you get your money back after acquiring a user - nrr > 100% how much your existing customers grow your revenue (after churn) these are a few of the key metrics you need to track as a founder, and what your investors will ask for others include: - expansion revenue drivers what makes users pay more over time (credits top-ups, etc.) - one-and-done rate % of users who use once and never come back (this is very high in ai right now…) this is different for sales-led products (e.g. enterprise) just wanted to write this because twitter feels like an echo chamber, and no one talks about the real math behind those tech companies
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@andrewxroas ·
Had one of my biggest plateaus last month: - CAC rising - Churn increasing - Spend stuck at $7k/day It could not continue this way, things would break I had no other choice but to do the unthinkable I started improving the product... I spent almost all month fixing issues reported by our users, removing all tech debt, adding requested features RESULT: Churn decreased and healthier LTV Now I'm going all in on acquisition again Here's what we're going to do: - more ads - better ads (more iterative approach, i have some great new processes with claude) - run a/b tests weekly and optimize the shit out of my funnel I'm confident we'll be able to push to $10k/day ad spend very quickly Soon after that to $20k/day Will update you soon
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@BusDownBonnor ·
Your ad that is break-even might actually be a winner if your product was better. - Make sure your onboarding is converting well - pricing is optimized with A/B tests - first time user experience is optimized so people don't cancel trials or refund I've seen 500% increases in LTV with minor tweaks to my product, but rarely do i have creatives that cut CAC by 500% Product > Distribution
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@staysaasy ·
As your business grows it’s really important that you are militantly pedantic about KPIs/goals. It can be very easy at scale for companies to start breaking down revenue by product line and for a product line owner to say something like “we had our best Q4 ever”. That is a 100% vacuous statement. If you don’t have your best version of a quarter every quarter moving forward, you’re fucked. Your business isn’t growing. Or you could have a PM of a feature say something like “we increased adoption by 50%.” Again, a totally vacuous statement. From what to what and over what timeframe? From 8% of customers to 12% over a year is a disaster. You should get fired. This is important to be really locked in on. Every few people have a good intuition for how this stuff should work and as you get to 5+ teams, if you don’t have a viciously convicted culture on this, you’ll have a lot of people excited to accept “up and to the right” graphs as good enough.
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@mynameisyahia ·
No Y-axis will be shared, but I wanted to show what the ARR journey looks like for a product-led company You give up the massive early spikes that come from enterprise deals and focus almost entirely on building something people (in my case, developers) genuinely love The goal is to reach critical mass: enough developers love the product, share it with their network, and eventually each customer brings in more customers From what I’ve learned so far, product-led growth so far has come down to four things: - How much new revenue you can drive - How much existing customers expand - How many people discover you organically - How much enterprise revenue you layer on top (getting better at this now) Enterprise rev isn't included in this chart btw, this is just pure PLG ARR by week over the past 15 months
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@jasonlk ·
When Growth Slows, Is It Sales' Fault or the Product's Fault? In the Age AI Age, the answer has changed. This question has caused more office fights, blame games, and fired VPs than almost anything else in B2B. Growth decelerates. The board asks questions. And the finger pointing starts. Sales says the product isn't competitive. Product + Eng say sales needs to close what we shipped. The CEO fires the VP of Sales, hires a new one, and hopes for the best. Here's the thing: until about 18 months ago, the answer >was< often sales. Why? Because B2B products were mostly static. You'd add features, fix tech debt, catch up to competitors, and every few years add a new module. The core product didn't change much year to year. In that world, sales and marketing's job was to jam more people into the funnel and get more of them to buy. If growth slowed, it was usually an execution problem. I wrote years ago about how a great VP of Sales doubled our sales in 90 days at EchoSign. No product changes. Just better sales leadership, better process, better hiring, better accountability. That's still true. A great VPS or CRO can absolutely double your sales. But the world those playbooks were built for was a world where products stayed essentially the same for years. That world is gone. Claude is literally 100x better than it was 12 months ago. Cursor went from $100M to $2B ARR in roughly 14 months. Products that were competitive last year are getting lapped by competitors shipping weekly. Today, if your growth is slowing, the first question isn't "do we have the right VP of Sales?" It's "is our product still competitive?" In a market where the best companies are releasing major updates every few weeks, going 6-12 months between meaningful product improvements is a death sentence. Your sales team will feel it before your dashboards show it. Win rates start dropping. Competitive losses tick up. And no amount of sales process optimization will fix a product that fell behind. Fire your VP of Sales if you want. But if your product isn't as competitive as it was 6-18 months ago, I doubt it will help. Product velocity is the new growth lever. Get that right, and a great VPS can work their magic on top of it. Get it wrong, and no amount of sales talent saves you.
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@marcussegal ·
“How do you know when you've found Product Market Fit? PMF is like being in love — you know it when you feel it.” — @eshear I love this sentiment, but it's not a strategy. In the AI era, you can build everything. So many teams are: - 9-9-6 - chasing every idea and calling it “iteration” - Running out of runway before they learn anything It’s largely wasteful of precious engineering time From working with @markpinc at Zynga (300M MAU) to supporting founders @ycombinator, @GoogleLaunchpad, and now @speedrun I have seen what works and what doesn't and have some advice to share: The teams that find and keep PMF on a live product do not usually get lucky. They: - pick a metric they want to move before committing to a feature - prioritize ruthlessly - measure everything PMF isn’t just something you feel. It’s something you earn. More tips on how to find PMF can be found here: https://t.co/vXbVl1CbVw
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@BigBrainBizness ·
Facebook VP of Growth Alex Schultz on the single most important metric for startups: Alex has advised multiple startups throughout his career, including Airbnb and Coursera. Across all of them, one pattern keeps repeating itself. "Retention is the single most important thing for growth." He explains how to measure it: "If you look at this curve, percent monthly active versus number of days from acquisition, if you end up with a retention curve that asymptotes to a line parallel to the x-axis, you have a viable business and you have product market fit for some subset of market." In other words: plot your monthly active users against the number of days since they signed up. If that curve eventually flattens out into a horizontal line, you've found product-market fit with at least one segment of users. If it doesn't flatten? Alex is blunt about what to do next: "Don't go and do growth tactics. Don't go and do virality. Don't hire a growth hacker. Focus on getting product market fit. If you don't have a great product, there's no point executing well on growing it because it won't grow." This is the trap Alex sees founders fall into again and again: "Number one problem I've seen inside Facebook for new products, number one problem I've seen for a startups I've advised has been they don't actually have product market fit when they think they do." The lesson? Before you spend a dollar on growth, look at your retention curve. If it's still trending toward zero, no amount of clever marketing will save the business. Fix the product first, then pour fuel on the fire.
Watch video
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@Hartdrawss ·
You're leaving free app store downloads on the table. Custom product pages. Apple lets you create multiple alternate app store listings. Different screenshots, different text, different preview videos. Each one gets its own URL. Send designers to the design variant. Send productivity nerds to the productivity variant. Send founders to the "this saves you 10 hours a week" variant. It takes 20 minutes to set up and it shows up in search and on your listing while your competitors still run one generic page. Here's the exact playbook: 1. App Store Connect → Features → Custom Product Pages. Click the plus icon. 2. Create one page per audience segment. Name them something you'll remember like "designers" or "founders." 3. For each page, swap the first screenshot and the subtitle. Match the pain. Designers see a beautiful UI. Founders see a throughput number. 4. Submit all pages for review alongside your next app update. They roll out together. 5. Drive traffic to the right URL. Drop the founder link in your Twitter bio. Put the designer link in your Dribbble profile. Send the student link to your campus ambassador. 6. After 2 weeks, check conversion rates in App Store Connect. The winner replaces your default listing. The losers keep running for their specific audience. 7. Repeat with new variants. Test a "for enterprises" page. Test a "for bootstrappers" page. Test a "for people who hate subscription apps" page. One well-targeted custom product page lifts conversion by 20-30% on that audience. That's free downloads. No ads. No ASO black magic. Just matching your message to the person reading it. Your competitors don't know this exists. Start today.
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@Lukealexxander ·
5 lessons I learned building @Kendosalesai to $1M ARR in 12 months. And this is not contractual ARR by the way, not inflated numbers dressed up for a “funding round”... This is the actual monthly recurring revenue from seat pricing & real usage, and here's what got us there. 1️⃣ Nobody buys features. They buy results. Every time we tried to lead with what Kendo does, the conversation stalled. Every time we led with what changes for the person running a sales team, it moved. We don't sell AI roleplay or AI call review. We sell getting your time back, ramping reps faster, and closing more deals with the team you already have. 2️⃣ Product-led growth and marketing are not a choice between 2 things. Your product is the greatest marketing asset you will ever have. But if nobody knows it exists, that doesn't matter. The teams that win do both, making an amazing product + doing insane marketing at the same time. And they never let one become an excuse to neglect the other. 3️⃣ In the AI era, a small team with genuine mastery outperforms a bloated one every time. We run the entire operation, sales calls, client management, product, everything, with a core group of people who are exceptional at using AI as a force multiplier. We are doing the output of a company 3-4x our size because of how we work, not how many people we have. Headcount is a lazy solution to a leverage problem. 4️⃣ The best products come from a perspective nobody else has. I never fully understood the "originality matters" argument until we started building things that genuinely didn't exist anywhere else. That only happens when you stop looking at what competitors shipped… And start building from your own experience and your own understanding of the problem. Everything we've built that actually moved the needle came from what I saw running my previous company Closer Cartel for 4 years, not from a competitor's roadmap. Copying tells you where the market was. Your own experience tells you where it's going. 5️⃣ Sell to people who can actually afford to take it seriously. Our biggest customer runs 100s of seats and has been with us since early on. That relationship is repeatable, it compounds, and it would never have happened if we'd optimized for volume at the bottom of the market. Pick a niche, become the best possible solution for that niche, and charge prices that attract customers who are serious enough to get results. The $1M ARR came from doing that one thing better than we did everything else.
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@CareerWithHer ·
Hidden Gems of the Internet In 2001, an 18-year-old self-taught programmer named Varun Shoor (@varunshoor) dropped out of college in Jalandhar, Punjab. He had a simple realization: the customer support software available for online businesses was slow, clunky, and incredibly expensive. Working alone from a small room in a tier-2 city, he coded a clean, lightweight helpdesk platform from scratch. Everyone told him it was impossible to build a global software-as-a-service (SaaS) company from a small town in India without a tech degree or outside capital. He ignored the noise. Since he couldn't afford a sales team, he relied heavily on product-led growth. He built an incredibly intuitive user interface, targeted small-and-medium internet companies globally, and let the software sell itself. While the tech world was obsessed with raising millions in funding rounds, Kayako remained 100% bootstrapped. That tiny, zero-funding operation in Punjab quietly scaled until it was serving over 50,000 corporate clients globally—including NASA and Sega—before being successfully acquired by a major US enterprise group. The takeaway: Pedigree and location are completely secondary to execution speed. If your product solves a universal bottleneck, the market doesn't care if you're building from Silicon Valley or Jalandhar. What do you think was the real turning point behind Kayako’s global scale?
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@victor_bigfield ·
my exact distribution playbook for redditgrow, by revenue stage: $0 → $1: cold DMs on x. manual, awkward, the only thing that works when nobody knows you exist. $1 → $100: reddit replies. not promo. real answers in subreddits where people were already complaining about the problem. $100 → $500: one viral tweet. not planned. just posted my honest numbers and people shared it. $500 → to the moon : the product itself. users started telling other users. that part took 3 months and i still can't believe it works. 10 dead products taught me there is no clean funnel. there's just showing up in the right room at the right time with something that actually helps.
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@RetentionAdam ·
Sometimes a salesperson gets in the way of your PLG, and we had it happen twice… So we removed our sales department entirely. The first one was trying to sell an enterprise version of the product… but the problem is that everything you need to build for an enterprise customer is completely different from everything you need to build for a PLG product. > Different onboarding > Different support > Different features > Different everything We were building a PLG product, so that rep was selling something that didn't exist yet, and probably shouldn't have existed at that stage anyway. (Which didn't work out) The second one was a good person, a normal sales rep. But people were just too lazy to use the self-serve channels, so they booked a call instead with our sales rep for support… So we removed both. Nothing changed in sales. You would have never known the function was ever there, and that told me everything I needed to know about what we'd actually built. RB2B is a dead-simple PLG product. It does one thing. You can watch it do that thing in about five minutes. Pre-sale for a product like this can be handled entirely by AI. The simpler your product, the more this applies. The more complex your software, the more you actually need humans involved. But if you're building PLG and your first instinct is to hire a sales rep, just ask yourself what they're actually going to do all day. If they’ll answer questions that the product could answer itself… you don’t need a sales team.
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@namyakhann ·
B2B landing pages have changed. It’s not enough to say what your product does anymore. Buyers want to know: why should I care? why should I trust you? why should I act now? why are you better than doing nothing? The best landing pages answer that fast. 1/ Lead with the outcome Nobody wakes up wanting “email automation,” “workflow software,” or “AI agents.” They want: - more revenue, - less manual work, - fewer meetings, - cleaner handoffs, - faster launches. Your hero should sell the result, not the category. 2/ Make the next step obvious Not every visitor is ready to book a demo. - some want to start free. - some want to see pricing. - some want proof. - some want to understand the use case first. One CTA for every buyer = friction Match the action to intent. 3/ Show proof earlier Logos are good. But specific proof is better: > review counts > customer quotes > usage numbers > case studies > before/after workflows > product screenshots in context Buyers are skeptical. Don’t make them scroll forever before you prove you’re legit. 4/ Make the product feel concrete The best pages don’t hide behind vague copy like: “An all-in-one platform for modern teams.” They show the actual workflow: turn conversations into issues, launch pages without dev tickets, record once instead of writing docs, automate follow-ups from real customer data. Specific beats fancy. Most B2B landing pages don’t need more sections. They need clearer positioning, faster proof, and one obvious reason to take the next step.
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@seraleev ·
Revenue growth can also come from product decisions. A simple example: a math-solving app. The standard flow: you take the user through onboarding, show a paywall and then drop them into the app where they have to figure things out. But you can do it smarter. Right after onboarding (or even during it), open the camera so the user starts with what actually matters – solving their problem. They scan a task and instantly see how the app helps. The difference is simple: in the first scenario, users might never tap the key button. In the second, you eliminate that risk by triggering the camera automatically.
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@ttunguz ·
Yesterday, Figma filed its beautifully designed S-1. It reveals a product-led growth (PLG) business with a remarkable trajectory. Figma’s collaborative design tool platform disrupted the design market long-dominated by Adobe. Here’s how the two companies stack up on key metrics for their most recent fiscal year [see attached image]: Figma is about 3% the size of Adobe but growing 4x faster. The gross margins are identical. Figma’s 132% Net Dollar Retention is top decile. The data also shows Figma’s Research & Development spend nearly equals Sales & Marketing spend. This is the PLG model at its best. Figma’s product is its primary marketing engine. Its collaborative nature fosters viral, bottoms-up adoption, leading to a best-in-class sales efficiency of 1.0. For every dollar spent on sales & marketing in 2023, Figma generated a dollar of new gross profit in 2024. Adobe’s blended bottoms-up & sales-led model yields a more typical 0.39. The S-1 also highlights risks. The most significant is competition from AI products. While Figma is investing heavily in AI, the technology lowers the barrier for new entrants. Figma’s defense is its expanding platform—with products like FigJam, Dev Mode, & now Slides, Sites, & Make. These new product categories have driven many PLG AI software companies to tens & hundreds of millions in ARR in record time. Given its high growth & unique business model, how should the market value Figma? We can use a linear regression based on public SaaS companies to predict its forward revenue multiple. The model shows a modest correlation between revenue growth & valuation multiples (R² = 0.23). Figma, with its 48% growth, would be the fastest-growing software company in this cohort setting aside NVIDIA. A compelling case can be made that Figma should command a higher-than-predicted valuation. Its combination of hyper-growth, best-in-class sales efficiency, & a passionate, self-propagating user base is rare. Applying our model’s predicted 19.9x multiple to estimate forward revenue yields an estimated IPO valuation of approximately $21B 2 - a premium to the $20B Adobe offered for the company in 2022. The S-1 tells the story of a category-defining company that built a collaborative design product, developed a phenomenal PLG motion, & is pushing actively into AI. The $1.0 billion termination fee from Adobe was received in December 2023 and recorded as “Other income, net” in Fiscal Year 2024 (ending January 31, 2024). The large stock-based compensation charge of nearly $900 million is related to an employee tender offer in May 2024. Both of these are removed in the non-GAAP data cited above. By taking Figma’s 48.3% trailing twelve-month growth rate & discounting it by 15% (to account for a natural growth slowdown), the model produces a forward growth estimate of 41.1%. This would imply forward revenue of about $1.1b. https://t.co/gYQHAWxLco
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@theandreboso ·
Some people say that marketing is getting easier while other people say that it’s getting harder. Personally I’ve been saying for a while that marketing is significantly harder compared to just a few years ago. Distribution channels are shrinking in real time but most people are too distracted by what’s happening with AI to notice that. Focusing on product-led growth, referrals and incentivizing user generated content is more important than ever. Channels come and go but the best distribution opportunities will always start from a product people love.
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@rheejust ·
Porter just raised a $20M Series A with ZERO salespeople. Here's why: There are two schools of thought post Series A: School 1: Open every channel. Sales, marketing, paid ads, content, partnerships. Throw money at everything. School 2: Find the one channel that's already working and max it out until it returns diminish. Then add new channels. We're strictly camp 2. Our one channel: bottoms-up startup adoption, word of mouth, organic growth in YC, and product-led growth. Right now? It’s working. Hundreds of companies have moved away from Render, Heroku, Vercel and Railway without us having to hunt them down. Could we get positive ROI from sales? Probably. But to quote Pedro from Brex: "All growth is about alpha." At Series A, our view is that the primary game is identifying the one channel where there's maximum alpha and exploiting it completely. You put all your chips on red and go after it. Saturate it, max it out, and do everything you can until it's depleted. ONLY when marginal returns start to taper do you mix in new channels like sales and paid ads. But not before. Focus is the most important thing a startup can have. We're not ready to dilute attention across five growth channels. We're still extracting massive value from the one that works. When we see it plateau, we'll dive deep into sales and marketing.
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@jasonlk ·
.@GammaApp hit $100M ARR with a team of 50. Profitably. 50M users, 600K paying subscribers. And they did most of it with zero sales team and zero marketing spend. Still ... CEO @thisisgrantlee wishes he'd added a sales team earlier. Grant broke down how at SaaStrAI 2026: 1⃣Build word of mouth before you spend a dollar on marketing. It's the one channel that amplifies everything else and can't be bought. 2⃣The first 30 seconds of your product have to be magical. Not good. Magical enough that users tell their friends unprompted. 3⃣Become a creator yourself before you run creator marketing. You can't coach a motion you've never done. 4⃣Dogfood to build conviction, not just catch bugs. Gamma ran two products in parallel for 6 months and let the energy decide which one to kill. 5⃣Pricing and packaging is never done. Seat vs usage vs API is a live question forever now. 6⃣Don't wait too long to add sales. This was Grant's biggest regret. They rode inbound so hard they never engaged their own self-serve base, and dropped real team and department demand sitting right in front of them. 👉Product-led doesn't mean sales-never. https://t.co/m0xIDTVOMT
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@fbrsaas ·
everyone wants their SaaS to print money and every growth strategy works ads that work. pricing that converts. upsells that land. but you can't skip this part. here's the actual sequence: 1. diagnose what's broken can't fix what you don't measure stop guessing which parts of your product suck 2. ruthlessly simplify onboarding complex onboarding kills activation you're losing 90% of signups because they got confused in step 3 3. build retention loops keeping customers is 5x cheaper than acquiring new ones retention doubles LTV 4. optimize value delivery users need to experience value before they'll pay you more what breaks if you skip steps: skip diagnosis: waste months fixing the wrong shit skip onboarding: activation stays at 10% forever skip retention: 50%+ churn kills everything else skip activation: can't charge premium because users don't see the value if you fix the internal experience first everything else falls into place then you can actually print money
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@jonahlau_ ·
Every product that removes features after launch follows the same playbook Subsidize early users to compete for market share. Build switching costs, and restrict access when unit economics catch up to growth targets The issue isn't pricing changes. Markets shift, costs increase, business models evolve The issue is selling something at one level and delivering something else after people already made the decision to commit This pattern shows up across SaaS and crypto. Products launch with generous limits then add paywalls. Protocols launch with high yields then cut rewards. Same incentive misalignment, different industries Companies optimize for metrics that look good in pitch decks instead of metrics that reflect sustainable value delivery User count goes up when you're giving away premium features below cost. Retention breaks when you pull those features because the economics never worked What's different about products that survive long-term is they price correctly from the start They don't use temporary subsidies to fake product-market fit. They set expectations based on what they can actually maintain at scale. They accept slower growth in exchange for user trust Most users care more about reliability than getting a deal. But most companies care more about acquisition velocity than retention quality So they promise what they can't deliver and act surprised when users feel misled
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@SSage38676 ·
There's no playbook for launching your product. But there are patterns. Learn to spot the signal in your data, cut the noise, and know exactly where to focus. Here's what your metrics actually tell you: Impressions = reach. Nothing more.Use it as an audience sampling tool — not a success metric. Thousands of impressions with zero conversions? Completely normal. Not all clicks are equal. → Search ad click = strong intent → Social post click = curiosity → "Start trial" / "Add to cart" = purchase intent → "Learn more" = interest (Running retargeting with your own lists? Social clicks can signal strong intent too.) Scroll depth = how much of your page they actually saw. A 90% scroll means they reached your sign-up form — that's strong intent, even without a conversion. Website Engagement rate is your most underrated metric. A user is engaged if they: stay 10+ seconds, complete a key action, or view 2+ pages. It's the clearest signal between "people saw it" and "people wanted it" — and unlike scroll depth or time-on-page alone, it combines behavioural signals that actually predict downstream action. Higher engagement = more conversions. Use it as your bridge metric. Conversions = the action you ultimately want.Purchase. Subscription. Everything else is just context leading up to it. Look for engagement that moves through each stage consistently. If it doesn't, diagnose where it breaks: - Engaged → no signup → fix your signup flow - Trial signup → no paid conversion → fix your product offer Stop optimising for noise. Read the signal — and you'll know exactly where to focus.
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@fbrsaas ·
This is every saas growth strategy ranked brutal truth edition and most founders waste months on shit that doesn't move the needle. here's the complete tier list from S to D: **S-TIER: product-led growth** only strategy that fixes the root problem instead of treating symptoms 4 core components: 1. diagnose broken ux/ui 2. ruthlessly simplify onboarding 3. build retention loops 4. value monetization this is internal growth. your product does the work. fix the internal experience first, everything else falls into place. you can print money. makes ads work better. makes pricing stick. makes features matter. but if your product experience is broken, nothing else saves you. **A-TIER: marketing + churn reduction** marketing (paid/organic): essential but only works if product experience is solid paid = faster results organic = slower but warmer leads 90% of my organic comes from content. it builds trust before they ever sign up. but both strategies fail hard if activation and retention are broken. churn reduction: reduce churn by 5-10% and you literally double your LTV every acquisition dollar becomes 2x more valuable. keeping customers is cheaper than acquiring them. wrong approach: discounts, surveys, exit interviews real fix: onboarding, activation, time to value **B-TIER: charging more + free signup obsession** charging more works as an enhancer not a foundation only works if users actually experience value. otherwise you just accelerate churn. you can 2x your price and users will stay IF your product is strong. but if it's weak, you're fucked faster. free signup obsession: wrong priority entirely 1000 signups → 50 activate (5%) → 5 paid customers (5% of activated) environmental mental masturbation. you're optimizing for vanity metrics instead of MRR. this is a business not a charity. **D-TIER: feature expansion** mental masturbation disguised as progress feels productive. you're building the wrong thing. onboarding gets complex. ui gets cluttered. users get overwhelmed. if users don't experience value from your current product, more features make it worse not better. biggest mistake: obsessing with building instead of distributing you have a distribution and activation problem. stop adding shit. start fixing the experience. **the priority order:** 1. fix product experience (s-tier) 2. reduce churn while scaling marketing (a-tier) 3. test pricing after retention is solid (b-tier) 4. ignore feature requests until above 3 are dialed (d-tier stays d-tier) most founders do this backwards they build features nobody uses while bleeding 80% of signups in onboarding then wonder why paid ads don't work start at S-tier or stay stuck
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@MehulFanawala ·
Everyone loves talking about growth. Until you ask about churn. Over the last few weeks, I have been meeting founders, some in person and some online, asking a simple question: “How is growth going?” Almost everyone had a good answer. But when I asked the next question “What does your churn look like?” The energy in the room changed. Here is a simplified version of what I kept seeing: Founder A 10% churn, 12% growth Founder B 12% churn, 10% growth Founder C 15% churn, 16% growth Founder D 5% churn, 10% growth Founder E 3% churn, 9% growth At first glance, Founder C looks like the winner. Highest growth. But when you look closer, something interesting appears. The founders chasing growth the hardest are also losing customers the fastest. And the founders growing slower? They barely lose customers. The reason is simple. Most founders are obsessed with acquisition. Very few are obsessed with customer experience. When growth becomes the only goal, teams start ignoring the product gaps, the support tickets, the onboarding friction, and the small frustrations customers feel every day. Revenue comes in through the front door. Customers quietly leave through the back. But the founders who focus on customer experience build something different. They grow slower. But they keep their customers. And over time, that compounds. Lower churn means: • Higher lifetime value • More referrals • Less pressure to constantly chase new customers • More predictable revenue In the long run, the founder growing at 9% with 3% churn often makes more money than the founder growing at 16% with 15% churn. Because growth without retention is just temporary revenue. The real growth engine is not acquisition. It is keeping the customers you already worked so hard to earn.
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@SSage38676 ·
Product building is mostly navigating uncertainty. That's why growth experiments matter — not just for optimisation, but for discovery. Done right, they show you where demand naturally pulls. Who's genuinely interested. Where the real opportunity lives. But done blindly, they become a trap. A thriving funnel — traffic, traction, momentum — can still hide deeper misalignment. The surface looks healthy while the roots tell a different story. If users aren't paying, converting, or coming back — more wrong experiments won't fix that. The answer is stepping back and asking a harder question: Are we building the right thing, for the right people, solving the right problem?
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@bandanjot ·
Are we prioritizing the wrong metrics in product management? In the rush to deliver results, many Product Managers fixate on metrics that look good on paper but miss the crux of what truly drives growth: customer value and experience. Metrics like active users or feature usage rates are essential, but they often mask deeper issues—like a disengaged user base or features no one asked for. By focusing excessively on these vanity metrics, we end up in a feedback loop that reinforces our assumptions rather than challenging them. To break free, we need to embrace a mindset shift. What if we prioritized metrics that directly reflect user satisfaction and product impact? Instead of simply tracking usage, we could leverage qualitative insights like customer interviews and support feedback. This approach can guide our roadmap to foster genuine engagement and loyalty. Remember, the happiest products grow organically—not only through features but through a profound understanding of what users actually value.
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@RandallKanna ·
I'm working on making Kelsey’s onboarding much faster after reading Product-Lead Onboarding by @RamliJohn. I'm obsessed! Discovered the book from ChatGPT search as well. I had users writing out a ton of website details before they got the 'Aha' moment. Now, a user enters their site and Kelsey scans it. We find the product name. business type, positioning, competitors, and prompt topics. Then the user can just verify what we've found. That feels much better than asking someone to fill out a LONG setup form before they know whether the product is useful.
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