Antoine Le Nel

It evolves, you know, it's a living animal. What's the hardest thing about constructing a growth engine? It is the measurement framework, that's for sure. You live in a world, especially in tech, where people do things that they can measure. There's always this bias, you know, there's always this bias.

And at the end of the day, your competitive advantage will always come from your ability to measure more than your competitors, because then suddenly you're going to do that. So, for example, at King, what we cracked, we cracked the TV measurement framework way before everyone, and therefore we were the only company running TV. What do you mean you cracked the TV measurement framework?

And at the end of the day, your competitive advantage will always come from your ability to measure more than your competitors, because then suddenly you're going to do that. So, for example, at King, what we cracked, we cracked the TV measurement framework way before everyone, and therefore we were the only company running TV. What do you mean you cracked the TV measurement framework?

And at the end of the day, your competitive advantage will always come from your ability to measure more than your competitors, because then suddenly you're going to do that. So, for example, at King, what we cracked, we cracked the TV measurement framework way before everyone, and therefore we were the only company running TV. What do you mean you cracked the TV measurement framework?

So we were able to have some good level of attribution between TV and the downloads to be able to really know how much we could attribute to our TV activities. And because we managed to get that, then we were one of the very first companies to actually make that work. I think this is a very good example. The other good example is iOS, performance marketing on iOS after scan.

So we were able to have some good level of attribution between TV and the downloads to be able to really know how much we could attribute to our TV activities. And because we managed to get that, then we were one of the very first companies to actually make that work. I think this is a very good example. The other good example is iOS, performance marketing on iOS after scan.

So we were able to have some good level of attribution between TV and the downloads to be able to really know how much we could attribute to our TV activities. And because we managed to get that, then we were one of the very first companies to actually make that work. I think this is a very good example. The other good example is iOS, performance marketing on iOS after scan.

And you have companies that know how this works, and therefore they can measure it, and therefore they can scale. And you have all the other ones that are really struggling and so on. At the end of the day, they spend maybe two, three times more on Android versus iOS, which is a nonsense. When should you start thinking about building a growth engine? At the very, very, very beginning.

And you have companies that know how this works, and therefore they can measure it, and therefore they can scale. And you have all the other ones that are really struggling and so on. At the end of the day, they spend maybe two, three times more on Android versus iOS, which is a nonsense. When should you start thinking about building a growth engine? At the very, very, very beginning.

And you have companies that know how this works, and therefore they can measure it, and therefore they can scale. And you have all the other ones that are really struggling and so on. At the end of the day, they spend maybe two, three times more on Android versus iOS, which is a nonsense. When should you start thinking about building a growth engine? At the very, very, very beginning.

At the very, very beginning. Because the growth engine is not only paid marketing. I include virality. The whole virality aspect is part of the growth engine. Even below the lower funnel, you basically have virality. So you need to build this block super, super early on, and then you start going into the lower funnel, and then you go up.

At the very, very beginning. Because the growth engine is not only paid marketing. I include virality. The whole virality aspect is part of the growth engine. Even below the lower funnel, you basically have virality. So you need to build this block super, super early on, and then you start going into the lower funnel, and then you go up.

At the very, very beginning. Because the growth engine is not only paid marketing. I include virality. The whole virality aspect is part of the growth engine. Even below the lower funnel, you basically have virality. So you need to build this block super, super early on, and then you start going into the lower funnel, and then you go up.

Given virality is baked in, should growth teams be part of product teams? Should they be standalone teams?

Given virality is baked in, should growth teams be part of product teams? Should they be standalone teams?

Given virality is baked in, should growth teams be part of product teams? Should they be standalone teams?

That is a very good question. I think the way I like it is that the product team builds the variety engine and growth operates it. So you build something that is with parameters and then you let growth play with it. Because usually growth will have better analytical framework to measure the ROI and the efficiency of it.

That is a very good question. I think the way I like it is that the product team builds the variety engine and growth operates it. So you build something that is with parameters and then you let growth play with it. Because usually growth will have better analytical framework to measure the ROI and the efficiency of it.

That is a very good question. I think the way I like it is that the product team builds the variety engine and growth operates it. So you build something that is with parameters and then you let growth play with it. Because usually growth will have better analytical framework to measure the ROI and the efficiency of it.

while product will have a better product vision and UX aspect into building it. So they build the experience and growth operates it. I think that works for me.