Top positive review
12 people found this helpful
5.0 out of 5 starsAn invaluable compendium of organizational scaling knowledge
ByJonathan Bannon Maheron July 31, 2018
Elad has produced perhaps the most comprehensive resource for scaling an organization from one to one thousand people, sharing the experience of his own professional adventures in scaling companies, in conjunction with wisdom shared during interviews of some who have successfully scaled organizations. I bought this looking for assistance in scaling two startups working to lead the global energy industry, and as I currently live outside of Silicon Valley, there are no easily accessible relevant credible experts to consult.
Elad recommends utilizing the book as a reference, and I think it would be most useful to those who read sections personally relevant to their careers, since reading this book in its entirety is a bit like reading about how to win the Super Bowl, where few have the inherent capacity to run the playbook and team to a championship ring.
The following provides a brief synopsis of a portion of my notes, including at least one idea shared by each interviewee, with unattributed notes derived from Elad's insights shared during interview interludes, while trying not to provide more information than I as an author would want given away about my books:
- A founder and chief executive, in order to focus on scaling the organization, rather than constantly taking on work that may be of interest and in an area of personal expertise, acts as a router and facilitator, sending items to the most appropriate individuals who are then accountable for them.
- A founder, when hiring, can reduce bias and failings among interviewers, and hire top people in an unfamiliar field in conjunction with preparation assistance from someone who has a track record of success in that field, by writing components including a job specification, interview questions along with expected answers, specifications of work product to create, and an evaluation matrix, that is used with all candidates
- A structured standardized onboarding process retains and maximize effectiveness of new employees.
- If a founder has a board, seats are generally assigned permanently to an investment firm rather than investor, and members should meet criteria detailed in a written specification, identify how value will be consistently provided to the founder, and must be aligned with the founder on vision and goals, or it could result metaphorically in a divorce where you have to make steep payments or lose the kids and the house.
- Culture, including shared and reinforced values and vision, drives cohesion, recruiting, and retention.
- An experienced Chief Operating Officer hired at the appropriate time can execute the founders vision and take responsibility for areas of the business where the founder doesn't have interest or provide unique value.
- Any reorganizations should be thoughtfully researched and structured, but executed swiftly, assigning functional areas to executives based on factors including bandwidth and skill.
- Business development people should have a record of being personally responsible for deal results, with the ability to understand and negotiate complex and favorable deal terms.
- A seasoned executive with specific functional expertise can bring in processes and structures that enhance scaling and team effectiveness, and can be identified in conjunction with existing outside top performers in that role.
- Product managers grow a product by combining research of customers, competitors, and distribution channels, to develop a vision and strategy, synthesized into a product specification, which is then communicated to -- and executed upon through collaboration with -- a cross functional team.
- Founder stock sales are important for investors to allow when an investor wants the focus to be a large long-term payout, while employee stock sales should be limited in total dollar value to prevent a demotivating lifestyle change.
- Investors generally specialize in company stages based on the ability to meet capital requirements and offer stage appropriate expertise.
- Acquisitions can be done for product, revenue, team, or synergy, where the valuation benefit to the acquirer should exceed the purchase price of the company.
- Naval Ravikant explains that venture capital has traditionally been a bundle of money, control, and advice, but founders should attempt to decouple them, by obtaining money without offering control, and getting advice from the best possible people. If a founder has a board, the founder must personally manage and synchronize the board, the board must be small in number to maintain information synchronization and minimize founder time consumption, members should be individuals the founder wants to work with for the life of the company, members must be there to support not run the company, and investment terms should allow for board seats to be removed otherwise.
- Marc Andreessen emphasized that scaling involves recalibrating focus from product to distribution, and hiring people suitable for the next 6-18 months, rather than executives whose recent experience doesn't match current needs.
- Aaron Levie emphasized that scaling requires a CEO recognize that not every problem needs to be solved personally, just that every problem needs to be solved, and that people should be hired that allow for the founder to focus on providing his or her unique value.
- Ruchi Sanghvi explained that if and when hypergrowth occurs, it's fine to temporarily patch problems, rather than making permanent corrections, in order to maintain hypergrowth, and to hire people needed to maintain that growth, rather than those might be best in the long term since requirements may change during growth.
- Mariam Naficy emphasized allocating resources to product market verticals based on expected growth, while recognizing that complexity can inhibit scale.
- Sam Altman stated the leading cause of scaling failure among founders is a failure to properly hire then delegate.
- Claire Hughes Johnson emphasizes weekly 1 on 1 meetings with each direct report, provides a written guide to working with her, and recommends a founder prepare a guide for working with him or her specifying areas of interest that leverage the founder's time, and that for decision making to scale it should be mapped by type of decision type rather than hierarchy.
- Patrick Collison emphasized that culture should be collectively steered to support company success, clearly communicated to prospective employees, current employees should embrace the culture as it changes or leave, and to maintain culture when hiring for satellite offices, the lead is as important as immediate reports, and interviewing and onboarding should include relationship building at headquarters.
- Shannon Stubo Brayton emphasized the importance of managing internal and external communication consistency to maintain brand identity.
- Erin Fors emphasized that public relations and communications create credibility, communicate purpose, humanize the company, improve recruiting and morale, and obtain clients when the limiting factor is brand awareness.
- Joelle Emerson explained that diverse teams enhance innovation, that the limiting factor in identifying diverse candidates is hiring through employees' networks, thus requiring external outreach, and then the limiting factor in extending offers to diverse candidates is not having a consistent structured interview process to filter out subjective bias, and then the limiting factor in retaining diverse candidates is not maintaining an office environment welcoming to all.
- Keith Rabois emphasized that executives should be hired who are known to attract talent, are able to retain talent by being someone talent can learn from, develop and execute a hiring plan that minimizes operational ramp up bottlenecks, have a number of direct reports that allows weekly one on one meetings with each, and facilitate collaborative weekly team meetings, and separately explains that preparing a company to go public creates discipline around operations and finances, and a company can go public when achieving predictable quarterly results.
- Hemant Taneja explained that because important services in society have been scaled to the breaking point, including healthcare, education, and financial institutions, it has created the opportunity to build new socially beneficial technologies that scale while maintaining quality by being built to support individual users with individual success metrics.
Elad recommends utilizing the book as a reference, and I think it would be most useful to those who read sections personally relevant to their careers, since reading this book in its entirety is a bit like reading about how to win the Super Bowl, where few have the inherent capacity to run the playbook and team to a championship ring.
The following provides a brief synopsis of a portion of my notes, including at least one idea shared by each interviewee, with unattributed notes derived from Elad's insights shared during interview interludes, while trying not to provide more information than I as an author would want given away about my books:
- A founder and chief executive, in order to focus on scaling the organization, rather than constantly taking on work that may be of interest and in an area of personal expertise, acts as a router and facilitator, sending items to the most appropriate individuals who are then accountable for them.
- A founder, when hiring, can reduce bias and failings among interviewers, and hire top people in an unfamiliar field in conjunction with preparation assistance from someone who has a track record of success in that field, by writing components including a job specification, interview questions along with expected answers, specifications of work product to create, and an evaluation matrix, that is used with all candidates
- A structured standardized onboarding process retains and maximize effectiveness of new employees.
- If a founder has a board, seats are generally assigned permanently to an investment firm rather than investor, and members should meet criteria detailed in a written specification, identify how value will be consistently provided to the founder, and must be aligned with the founder on vision and goals, or it could result metaphorically in a divorce where you have to make steep payments or lose the kids and the house.
- Culture, including shared and reinforced values and vision, drives cohesion, recruiting, and retention.
- An experienced Chief Operating Officer hired at the appropriate time can execute the founders vision and take responsibility for areas of the business where the founder doesn't have interest or provide unique value.
- Any reorganizations should be thoughtfully researched and structured, but executed swiftly, assigning functional areas to executives based on factors including bandwidth and skill.
- Business development people should have a record of being personally responsible for deal results, with the ability to understand and negotiate complex and favorable deal terms.
- A seasoned executive with specific functional expertise can bring in processes and structures that enhance scaling and team effectiveness, and can be identified in conjunction with existing outside top performers in that role.
- Product managers grow a product by combining research of customers, competitors, and distribution channels, to develop a vision and strategy, synthesized into a product specification, which is then communicated to -- and executed upon through collaboration with -- a cross functional team.
- Founder stock sales are important for investors to allow when an investor wants the focus to be a large long-term payout, while employee stock sales should be limited in total dollar value to prevent a demotivating lifestyle change.
- Investors generally specialize in company stages based on the ability to meet capital requirements and offer stage appropriate expertise.
- Acquisitions can be done for product, revenue, team, or synergy, where the valuation benefit to the acquirer should exceed the purchase price of the company.
- Naval Ravikant explains that venture capital has traditionally been a bundle of money, control, and advice, but founders should attempt to decouple them, by obtaining money without offering control, and getting advice from the best possible people. If a founder has a board, the founder must personally manage and synchronize the board, the board must be small in number to maintain information synchronization and minimize founder time consumption, members should be individuals the founder wants to work with for the life of the company, members must be there to support not run the company, and investment terms should allow for board seats to be removed otherwise.
- Marc Andreessen emphasized that scaling involves recalibrating focus from product to distribution, and hiring people suitable for the next 6-18 months, rather than executives whose recent experience doesn't match current needs.
- Aaron Levie emphasized that scaling requires a CEO recognize that not every problem needs to be solved personally, just that every problem needs to be solved, and that people should be hired that allow for the founder to focus on providing his or her unique value.
- Ruchi Sanghvi explained that if and when hypergrowth occurs, it's fine to temporarily patch problems, rather than making permanent corrections, in order to maintain hypergrowth, and to hire people needed to maintain that growth, rather than those might be best in the long term since requirements may change during growth.
- Mariam Naficy emphasized allocating resources to product market verticals based on expected growth, while recognizing that complexity can inhibit scale.
- Sam Altman stated the leading cause of scaling failure among founders is a failure to properly hire then delegate.
- Claire Hughes Johnson emphasizes weekly 1 on 1 meetings with each direct report, provides a written guide to working with her, and recommends a founder prepare a guide for working with him or her specifying areas of interest that leverage the founder's time, and that for decision making to scale it should be mapped by type of decision type rather than hierarchy.
- Patrick Collison emphasized that culture should be collectively steered to support company success, clearly communicated to prospective employees, current employees should embrace the culture as it changes or leave, and to maintain culture when hiring for satellite offices, the lead is as important as immediate reports, and interviewing and onboarding should include relationship building at headquarters.
- Shannon Stubo Brayton emphasized the importance of managing internal and external communication consistency to maintain brand identity.
- Erin Fors emphasized that public relations and communications create credibility, communicate purpose, humanize the company, improve recruiting and morale, and obtain clients when the limiting factor is brand awareness.
- Joelle Emerson explained that diverse teams enhance innovation, that the limiting factor in identifying diverse candidates is hiring through employees' networks, thus requiring external outreach, and then the limiting factor in extending offers to diverse candidates is not having a consistent structured interview process to filter out subjective bias, and then the limiting factor in retaining diverse candidates is not maintaining an office environment welcoming to all.
- Keith Rabois emphasized that executives should be hired who are known to attract talent, are able to retain talent by being someone talent can learn from, develop and execute a hiring plan that minimizes operational ramp up bottlenecks, have a number of direct reports that allows weekly one on one meetings with each, and facilitate collaborative weekly team meetings, and separately explains that preparing a company to go public creates discipline around operations and finances, and a company can go public when achieving predictable quarterly results.
- Hemant Taneja explained that because important services in society have been scaled to the breaking point, including healthcare, education, and financial institutions, it has created the opportunity to build new socially beneficial technologies that scale while maintaining quality by being built to support individual users with individual success metrics.
Top critical review
16 people found this helpful
3.0 out of 5 starsToo focused on hiring
ByLouis Non July 29, 2018
This book feels like a collection of recommendations on how to hire for every single jobs in a high growth company (COO, VP of X/Y/Z). Some good advices for sure but I would have love something more focused on strategies, improvements, processes, mistakes, things to avoid than just hiring hiring hiring. It may be because I haven't run a High Growth companies (yet?), I guess the few people who do (and have a big budget) will probably enjoy this book a lot. For anyone running a small/early startup and looking at emulating some behaviour/decision I don't think you will get the amazing insights I was after...
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ByLouis Non July 29, 2018
This book feels like a collection of recommendations on how to hire for every single jobs in a high growth company (COO, VP of X/Y/Z). Some good advices for sure but I would have love something more focused on strategies, improvements, processes, mistakes, things to avoid than just hiring hiring hiring. It may be because I haven't run a High Growth companies (yet?), I guess the few people who do (and have a big budget) will probably enjoy this book a lot. For anyone running a small/early startup and looking at emulating some behaviour/decision I don't think you will get the amazing insights I was after...
16 people found this helpful
Helpful
Not Helpful
ByMatt Shermanon August 18, 2018
I’m a fan of Elad’s writing (many of these article started as blog posts), and the advice in this book is worth a read.
But as a product, I suggest avoiding the hardcover version. The typography is so small that I can’t just lean back and read it. I recognize it’s odd to focus on such a thing for a book review, but this fact made the book unusable for me.
But as a product, I suggest avoiding the hardcover version. The typography is so small that I can’t just lean back and read it. I recognize it’s odd to focus on such a thing for a book review, but this fact made the book unusable for me.
ByJonathan Bannon Maheron July 31, 2018
Elad has produced perhaps the most comprehensive resource for scaling an organization from one to one thousand people, sharing the experience of his own professional adventures in scaling companies, in conjunction with wisdom shared during interviews of some who have successfully scaled organizations. I bought this looking for assistance in scaling two startups working to lead the global energy industry, and as I currently live outside of Silicon Valley, there are no easily accessible relevant credible experts to consult.
Elad recommends utilizing the book as a reference, and I think it would be most useful to those who read sections personally relevant to their careers, since reading this book in its entirety is a bit like reading about how to win the Super Bowl, where few have the inherent capacity to run the playbook and team to a championship ring.
The following provides a brief synopsis of a portion of my notes, including at least one idea shared by each interviewee, with unattributed notes derived from Elad's insights shared during interview interludes, while trying not to provide more information than I as an author would want given away about my books:
- A founder and chief executive, in order to focus on scaling the organization, rather than constantly taking on work that may be of interest and in an area of personal expertise, acts as a router and facilitator, sending items to the most appropriate individuals who are then accountable for them.
- A founder, when hiring, can reduce bias and failings among interviewers, and hire top people in an unfamiliar field in conjunction with preparation assistance from someone who has a track record of success in that field, by writing components including a job specification, interview questions along with expected answers, specifications of work product to create, and an evaluation matrix, that is used with all candidates
- A structured standardized onboarding process retains and maximize effectiveness of new employees.
- If a founder has a board, seats are generally assigned permanently to an investment firm rather than investor, and members should meet criteria detailed in a written specification, identify how value will be consistently provided to the founder, and must be aligned with the founder on vision and goals, or it could result metaphorically in a divorce where you have to make steep payments or lose the kids and the house.
- Culture, including shared and reinforced values and vision, drives cohesion, recruiting, and retention.
- An experienced Chief Operating Officer hired at the appropriate time can execute the founders vision and take responsibility for areas of the business where the founder doesn't have interest or provide unique value.
- Any reorganizations should be thoughtfully researched and structured, but executed swiftly, assigning functional areas to executives based on factors including bandwidth and skill.
- Business development people should have a record of being personally responsible for deal results, with the ability to understand and negotiate complex and favorable deal terms.
- A seasoned executive with specific functional expertise can bring in processes and structures that enhance scaling and team effectiveness, and can be identified in conjunction with existing outside top performers in that role.
- Product managers grow a product by combining research of customers, competitors, and distribution channels, to develop a vision and strategy, synthesized into a product specification, which is then communicated to -- and executed upon through collaboration with -- a cross functional team.
- Founder stock sales are important for investors to allow when an investor wants the focus to be a large long-term payout, while employee stock sales should be limited in total dollar value to prevent a demotivating lifestyle change.
- Investors generally specialize in company stages based on the ability to meet capital requirements and offer stage appropriate expertise.
- Acquisitions can be done for product, revenue, team, or synergy, where the valuation benefit to the acquirer should exceed the purchase price of the company.
- Naval Ravikant explains that venture capital has traditionally been a bundle of money, control, and advice, but founders should attempt to decouple them, by obtaining money without offering control, and getting advice from the best possible people. If a founder has a board, the founder must personally manage and synchronize the board, the board must be small in number to maintain information synchronization and minimize founder time consumption, members should be individuals the founder wants to work with for the life of the company, members must be there to support not run the company, and investment terms should allow for board seats to be removed otherwise.
- Marc Andreessen emphasized that scaling involves recalibrating focus from product to distribution, and hiring people suitable for the next 6-18 months, rather than executives whose recent experience doesn't match current needs.
- Aaron Levie emphasized that scaling requires a CEO recognize that not every problem needs to be solved personally, just that every problem needs to be solved, and that people should be hired that allow for the founder to focus on providing his or her unique value.
- Ruchi Sanghvi explained that if and when hypergrowth occurs, it's fine to temporarily patch problems, rather than making permanent corrections, in order to maintain hypergrowth, and to hire people needed to maintain that growth, rather than those might be best in the long term since requirements may change during growth.
- Mariam Naficy emphasized allocating resources to product market verticals based on expected growth, while recognizing that complexity can inhibit scale.
- Sam Altman stated the leading cause of scaling failure among founders is a failure to properly hire then delegate.
- Claire Hughes Johnson emphasizes weekly 1 on 1 meetings with each direct report, provides a written guide to working with her, and recommends a founder prepare a guide for working with him or her specifying areas of interest that leverage the founder's time, and that for decision making to scale it should be mapped by type of decision type rather than hierarchy.
- Patrick Collison emphasized that culture should be collectively steered to support company success, clearly communicated to prospective employees, current employees should embrace the culture as it changes or leave, and to maintain culture when hiring for satellite offices, the lead is as important as immediate reports, and interviewing and onboarding should include relationship building at headquarters.
- Shannon Stubo Brayton emphasized the importance of managing internal and external communication consistency to maintain brand identity.
- Erin Fors emphasized that public relations and communications create credibility, communicate purpose, humanize the company, improve recruiting and morale, and obtain clients when the limiting factor is brand awareness.
- Joelle Emerson explained that diverse teams enhance innovation, that the limiting factor in identifying diverse candidates is hiring through employees' networks, thus requiring external outreach, and then the limiting factor in extending offers to diverse candidates is not having a consistent structured interview process to filter out subjective bias, and then the limiting factor in retaining diverse candidates is not maintaining an office environment welcoming to all.
- Keith Rabois emphasized that executives should be hired who are known to attract talent, are able to retain talent by being someone talent can learn from, develop and execute a hiring plan that minimizes operational ramp up bottlenecks, have a number of direct reports that allows weekly one on one meetings with each, and facilitate collaborative weekly team meetings, and separately explains that preparing a company to go public creates discipline around operations and finances, and a company can go public when achieving predictable quarterly results.
- Hemant Taneja explained that because important services in society have been scaled to the breaking point, including healthcare, education, and financial institutions, it has created the opportunity to build new socially beneficial technologies that scale while maintaining quality by being built to support individual users with individual success metrics.
Elad recommends utilizing the book as a reference, and I think it would be most useful to those who read sections personally relevant to their careers, since reading this book in its entirety is a bit like reading about how to win the Super Bowl, where few have the inherent capacity to run the playbook and team to a championship ring.
The following provides a brief synopsis of a portion of my notes, including at least one idea shared by each interviewee, with unattributed notes derived from Elad's insights shared during interview interludes, while trying not to provide more information than I as an author would want given away about my books:
- A founder and chief executive, in order to focus on scaling the organization, rather than constantly taking on work that may be of interest and in an area of personal expertise, acts as a router and facilitator, sending items to the most appropriate individuals who are then accountable for them.
- A founder, when hiring, can reduce bias and failings among interviewers, and hire top people in an unfamiliar field in conjunction with preparation assistance from someone who has a track record of success in that field, by writing components including a job specification, interview questions along with expected answers, specifications of work product to create, and an evaluation matrix, that is used with all candidates
- A structured standardized onboarding process retains and maximize effectiveness of new employees.
- If a founder has a board, seats are generally assigned permanently to an investment firm rather than investor, and members should meet criteria detailed in a written specification, identify how value will be consistently provided to the founder, and must be aligned with the founder on vision and goals, or it could result metaphorically in a divorce where you have to make steep payments or lose the kids and the house.
- Culture, including shared and reinforced values and vision, drives cohesion, recruiting, and retention.
- An experienced Chief Operating Officer hired at the appropriate time can execute the founders vision and take responsibility for areas of the business where the founder doesn't have interest or provide unique value.
- Any reorganizations should be thoughtfully researched and structured, but executed swiftly, assigning functional areas to executives based on factors including bandwidth and skill.
- Business development people should have a record of being personally responsible for deal results, with the ability to understand and negotiate complex and favorable deal terms.
- A seasoned executive with specific functional expertise can bring in processes and structures that enhance scaling and team effectiveness, and can be identified in conjunction with existing outside top performers in that role.
- Product managers grow a product by combining research of customers, competitors, and distribution channels, to develop a vision and strategy, synthesized into a product specification, which is then communicated to -- and executed upon through collaboration with -- a cross functional team.
- Founder stock sales are important for investors to allow when an investor wants the focus to be a large long-term payout, while employee stock sales should be limited in total dollar value to prevent a demotivating lifestyle change.
- Investors generally specialize in company stages based on the ability to meet capital requirements and offer stage appropriate expertise.
- Acquisitions can be done for product, revenue, team, or synergy, where the valuation benefit to the acquirer should exceed the purchase price of the company.
- Naval Ravikant explains that venture capital has traditionally been a bundle of money, control, and advice, but founders should attempt to decouple them, by obtaining money without offering control, and getting advice from the best possible people. If a founder has a board, the founder must personally manage and synchronize the board, the board must be small in number to maintain information synchronization and minimize founder time consumption, members should be individuals the founder wants to work with for the life of the company, members must be there to support not run the company, and investment terms should allow for board seats to be removed otherwise.
- Marc Andreessen emphasized that scaling involves recalibrating focus from product to distribution, and hiring people suitable for the next 6-18 months, rather than executives whose recent experience doesn't match current needs.
- Aaron Levie emphasized that scaling requires a CEO recognize that not every problem needs to be solved personally, just that every problem needs to be solved, and that people should be hired that allow for the founder to focus on providing his or her unique value.
- Ruchi Sanghvi explained that if and when hypergrowth occurs, it's fine to temporarily patch problems, rather than making permanent corrections, in order to maintain hypergrowth, and to hire people needed to maintain that growth, rather than those might be best in the long term since requirements may change during growth.
- Mariam Naficy emphasized allocating resources to product market verticals based on expected growth, while recognizing that complexity can inhibit scale.
- Sam Altman stated the leading cause of scaling failure among founders is a failure to properly hire then delegate.
- Claire Hughes Johnson emphasizes weekly 1 on 1 meetings with each direct report, provides a written guide to working with her, and recommends a founder prepare a guide for working with him or her specifying areas of interest that leverage the founder's time, and that for decision making to scale it should be mapped by type of decision type rather than hierarchy.
- Patrick Collison emphasized that culture should be collectively steered to support company success, clearly communicated to prospective employees, current employees should embrace the culture as it changes or leave, and to maintain culture when hiring for satellite offices, the lead is as important as immediate reports, and interviewing and onboarding should include relationship building at headquarters.
- Shannon Stubo Brayton emphasized the importance of managing internal and external communication consistency to maintain brand identity.
- Erin Fors emphasized that public relations and communications create credibility, communicate purpose, humanize the company, improve recruiting and morale, and obtain clients when the limiting factor is brand awareness.
- Joelle Emerson explained that diverse teams enhance innovation, that the limiting factor in identifying diverse candidates is hiring through employees' networks, thus requiring external outreach, and then the limiting factor in extending offers to diverse candidates is not having a consistent structured interview process to filter out subjective bias, and then the limiting factor in retaining diverse candidates is not maintaining an office environment welcoming to all.
- Keith Rabois emphasized that executives should be hired who are known to attract talent, are able to retain talent by being someone talent can learn from, develop and execute a hiring plan that minimizes operational ramp up bottlenecks, have a number of direct reports that allows weekly one on one meetings with each, and facilitate collaborative weekly team meetings, and separately explains that preparing a company to go public creates discipline around operations and finances, and a company can go public when achieving predictable quarterly results.
- Hemant Taneja explained that because important services in society have been scaled to the breaking point, including healthcare, education, and financial institutions, it has created the opportunity to build new socially beneficial technologies that scale while maintaining quality by being built to support individual users with individual success metrics.
Bylandrewon July 29, 2018
Fantastic advice and interviews. I wish I had a copy of this 5 years ago when my company first hit hypergrowth. We could have prevented a lot of mistakes! Many of the painful lessons I learned are contained in this invaluable volume. If you are running a high growth startup or aspire to one day, read this book. You won't regret it.
ByDaisyNYCon August 25, 2018
This is one of the most inspiring and valuable books that every founder must read. Hiring and retaining talents is essential to any startups and Elad's book shows you how to do it in a simple, memorable way. I really enjoyed reading it and I recommend it to anyone who is looking to build/work in startup.
ByIlaMilkon August 3, 2018
The book was concise and covered a lot of very important aspects of post-market fit phases. I enjoyed the interviews with real people as well.
ByAmir Salihefnedicon August 11, 2018
It’s great to have a book that focuses on later stage companies. I wish tho’ this book was split into multiple as a lot of topics are short and not very well covered.
ByR. Mahnkeon July 22, 2018
If you are involved with this sort of company, there's just all sorts of excellent insight here.
ByAmazon Customeron August 6, 2018
I got my moneys worth from this product. Worth every dollar.
ByDylan Tweneyon August 14, 2018
There are tons of books about how to start a company. Plenty of books about how to be a leader/executive in a well-established corporation. But there are very few, if any, books about the crucial stage of scaling a company. Once a company has found product-market fit, is growing, has raised a couple rounds of funding, and is ready to scale, where do the founders/executives/employees turn for advice? The High Growth Handbook is a good answer to that question!
This book is quite detailed, very pragmatic, has a ton of practical, hands-on information, and has more in-depth interviews with more amazing founders/entrepreneurs than any one book could be expected to.
Disclosure: I helped edit this book, so you could argue that I'm partial to it, but in the editing process I also naturally read everything in it, and was continually impressed by how substantive and fluff-free it is. This is a serious handbook.
Also, the print version is very handsome. Well-bound, well-printed, easy to read and to flip through for reference material.
This book is quite detailed, very pragmatic, has a ton of practical, hands-on information, and has more in-depth interviews with more amazing founders/entrepreneurs than any one book could be expected to.
Disclosure: I helped edit this book, so you could argue that I'm partial to it, but in the editing process I also naturally read everything in it, and was continually impressed by how substantive and fluff-free it is. This is a serious handbook.
Also, the print version is very handsome. Well-bound, well-printed, easy to read and to flip through for reference material.
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