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Nastia Root on being a growth PM

Watch Alex Cowan interview Nastia Root on being a growth product manager.
Joining us is Nastia Root, product manager at Google and also a Darden alumnus. Thanks for joining us, Nastia. >> Good to be here. >> You are a growth PM at Google. Can you talk a little bit about what is a growth PM? What is that job? >> Sure, growth PM has a main objective for growth payment is not to add features as with a lot of other PM’s. It’s more of increasing your user base. Trying to grow your product, implied by the name. But generally increase all your final from the top to the bottom.
>> Got it! And one question that I bet you get a lot is how is it different than marketing? >> For me it’s very different, because my idea is not to find a way to market my product, but [INAUDIBLE] grow. So, it’s about taking a feature and experimenting on it. If I add a specific item to the sign up flow, will it increase conversion? Will it increase user flow? Will it help to sign more users? And you kind of take the whole panel and you find the items in each part of the panel where you can do better. And marketing mostly constrains how can we reach users and what else is in front of the users.
>> And can you talk a little bit more about the objectives of a growth PM and how you define success in the job. What the projects look like? >> Sure, the main objective obviously to convert as many users in one aspect. Another aspect is to keep the happy users in your product, not to let them leave. But I think because key success for me was always seeing that we have more users coming in. We have more users going for the final more users converting. You always can compare yourself to comparable products and see how they conversion frequency.
We take comparable products and we see the conversion rates of merchants in the market and then kind of compare the different products one to each other. >> And you’ve been a PM at several different companies in different capacities. How would you say being a growth PM is the same, is different than other PM roles you’ve had? >> As I mentioned the biggest difference for me was I’m not running after features I’m running after users. And that’s our main difference because we formed my every single company we took a piece of a corner took new products to the market.
We looked at the functionality, the features, what they want to achieve what the pinpoint want to solve, here we know the pinpoint. Its already basically solved, now we’re making it better, now we’re trying to bring more users and understand why the users is planning or signing up. And how we can make it less painless for them, how we’re going to make it better. What is in a product what will make users to stay. And generally how we’re going to attract more users to the product. Way less than focus of specific feature or specific change to the product itself.
>> For the PM that’s considering a role as a growth PM, what would you advice them to consider both in terms of, is the right kind of job for them and also how should they prepare themselves for it if they do think that? >> I think PM on a growth team or growth PM, depends on the company how you define it. I wouldn’t want to be it as my first PM role because I think I would miss all the fun of creating the features and taking product to the market. There is something very magical in seeing your features being born. And seeing it being born and successful. And I miss it sometimes. It’s a different draw.
On the cross side, it’s very real. It’s very much each user adult sometime I could see for revenue supported for revenue it has a revenue and you see this needle moves up and is also greater satisfaction. From preparing ability to understand the data and the ability to extract the data what you’re looking for even simple things like SQL I had to brush my skills. That was helpful. Just, basically, running inquiries and seeing where we are. How users are doing? Which part of the final they dropping? And this gives you more ideas how to get better. Besides that, I think, that’s the main factor, which is very different from quote unquote regular PM.
>> And one thing we like to close with on these is a top three list. What are your top three tips for being an effective growth PM? >> I think it’s same as most PMs, be able to build relationships with people around you especially growth that might be dependent on other teams. Which not under your responsibility and you need to be able to negotiate with them and make them feel ally. Be very good with data, at least as good as you can. So again, inside you can look at the data and get the right information out of it. And the third, just be there for your team.
[LAUGH] I think it’s again the same for every single PM, not related to role, but make sure your engineers are working with you as the best they can. You are their best friend, not their enemy, and it’s super important for any PM to understand. >> So the great prospective on the job of being a growth PM from Nastia from Google thanks for joining us Nastia. >> Thank you

In this video, Alex interviews Natsta Root, project manager at Google, about her role of being a growth product manager. In her role of Growth PM, she tries to increase the user base to grow a new product instead of adding new features, which was the goal of her other product manager jobs. Nastia lists questions she asks to help her products reach a larger base. Do you have ideas on how you could expand a user base for a new product?

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