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I get a lot of questions about how to start and scale growth teams. Growth teams need to spend as much time thinking about how to scale themselves as they do on scaling the product. In this post, I’ll outline how I’ve seen growth teams start and evolve, define the ideal end state, and describe some of what you work on at each stage along the way. The first question to ask is why you need to start a growth team. Why not just have traditional product and marketing teams? It’s a good question, and not well understood. Traditionally, product teams make the product, and marketing is in charge of getting people to try and continue using the product. Marketing can include traditional efforts like events, advertising, and PR, and perhaps some branding efforts and some online marketing. Of note, online marketers and traditional marketers have historically been very different, so depending on the manager, all of the budget and team allocation typically went to either online or traditional — not evenly split. However, the best startups grow super fast not because of traditional marketing or online marketing, but because they tune the product to drive growth. This is why growth teams matter. Marketing teams typically don’t have access to the product roadmap to make changes to things that will impact SEO, conversion, optimization, or virality, nor the expertise to work with engineers and designers on making these changes. And product managers often prioritize new product features over engineering that will drive more people to the existing value. Growth teams are the connective tissue between product, marketing and engineering.