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Aakash Gupta

The Product Growth Newsletter 🚀 | Helping PMs, product leaders, and aspiring PMs succeed

Aakash Gupta is a prominent figure in the product management and growth space. He is currently the Chief Product Officer at Product Growth, a position he has held since 2024.3 Aakash is known as "The Product Growth Guy" and has extensive experience in product leadership roles.3

Aakash's career highlights include:

  • VP of Product at Apollo.io (2023-2024)
  • Head of Product Growth at Affirm (2021-2023)
  • Lead Product Manager at Epic Games (2019-2021)
  • Director of Growth at thredUP (2014-2017)3

He is the author of "Product Growth," the world's largest newsletter on product growth, with over 140,000 subscribers.12 Aakash also hosts a podcast focused on product management and growth.5

Aakash's expertise lies in product-led growth (PLG), SaaS B2B motion, and helping product managers, leaders, and aspiring PMs succeed in their careers.3 He has built a significant online presence, with over 300,000 followers and 105,000 email subscribers as of 2024.4

Aakash holds a BS from the University of Michigan and an MBA from The Wharton School.3 His content focuses on actionable tips for career improvement in product management, technology, and leadership.3

Highlights

Sep 13 · linkedin

When should you introduce a separate growth product design function? Here's how to know:

Product growth design expert Kate Syuma and I have developed a framework that can help you make a decision and introduce this function smoothly.

To assess your company's readiness for a dedicated Growth Product Design function, you should score yourself 1-5 against these 4 dimensions:

  1. Product-Market Fit (PMF) Stage

  2. Go-to-Market Strategy

  3. Design Maturity

  4. Growth Opportunity Size

  5. Product-Market Fit (PMF) Stage

At the pre-PMF stage, you should focus on nailing your core product experience.

Once you start noticing the early signs of PMF, then you can start thinking about growth design principles.

Finally, when you have an established PMF then a dedicated growth design function can drive significant impact.

  1. Go-to-Market Strategy

If your strategy is heavily sales-led, with long development cycles and a smaller top-of-funnel, a full-fledged growth design function might not be the best use of resources.

However, if you're leaning into a product-led growth (PLG) model, that's where growth design can really shine.

  1. Design Maturity

Before diving into growth design, ensure you have a solid design foundation. If you're still working on basic design systems or struggling with consistency, tackle those first.

Remember: Growth design should be an extension of a well-established design function, not a replacement.

  1. Growth Opportunity Size

Assess the size of your growth opportunity. If your product has limited growth levers or a small Total Addressable Market (TAM), a dedicated growth design function might be overkill.

But if you're sitting on a goldmine of untapped growth potential, that's when you want to invest in growth design.

Now that you've gone through the 4 parts of the framework, add up your scores.

This determines what to do next:

  • 4-8: Focus on core product and design fundamentals for now.
  • 9-14: Consider introducing growth design principles or a small initiative.
  • 15-20: You're ready to build a dedicated Growth Product Design function.

There's no need to rush to a product growth design function. Build it when it's right.

Ready to go deeper on product growth design?

Be sure to check out our deep dive:

https://lnkd.in/eAp88FSX

Sep 3 · linkedin

Your average A/B testing stakeholder is overconfident and under-knowledgable.

It's classic Dunning Kruger Effect. There are 5 main types of stakeholders you'll encounter.

Type 1: Near-Zero Competence, Near-Zero Confidence

These folks are not as bad as you would think to work with. Sure, they don't know much. But they can understand where they don't know something.  It's ineptitude, but it's paired with humbleness.

Type 2: Low Competence, High Confidence

This is the danger zone. These folks are likely to peek into results, glom onto early signals, and over-interpret data even once it's significant. They're a minefield to work with.

Type 3: Medium Competence, Higher Confidence

These folks often used to maybe have the full competence, but they've forgotten now. They're more interested in moving fast - and that often leads to error in judgment. Working with them is possible, but it needs a careful hand.

Type 4: High Competence, Matching Confidence

This is one of the best types of people to work with. They can actually help you move forward. These types of stakeholders are where most PMs should strive to be. Not quite analyst-level, but close.

Type 5: Extremely High Competence, High Confidence

These stakeholders were often former analysts or statisticians. They never peak, they don't make conclusions that the data doesn't support, and they expand your own wrestling with the data. These are the gold to embrace.

So how can you move up in your own competence and confidence?

That's the subject of the deep dive: https://lnkd.in/dUYefXMk

P.S. What types of stakeholders do you have?

Related Questions

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Aakash Gupta
Aakash Gupta, photo 1
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