How to Build a Growth Team -- Sri Batchu, Head of Growth at Ramp

Product-Market Fit (PMF) and Team Structure

• Founders are responsible for identifying PMF; this should not be outsourced to a growth team initially.
• Early-stage growth efforts should be managed by the founder, a sales lead, and one analytical generalist.
• A dedicated growth team is recommended only after achieving clear PMF and "escape velocity," potentially around $4.3M–$5M ARR.
• Hiring a growth leader is appropriate when multiple programs (e.g., paid marketing, product-led growth) show traction and require coordination.
• Early-stage growth roles are best filled by generalists, specifically those with a BizOps profile, rather than specialists.

Candidate Profile and Skill Requirements

• Candidates should possess a "T-shaped" skill set with a deep spike in one discipline (product, marketing, or data) and the capacity to scale into other areas.
• Prior specific experience in the "growth" function is not required due to the field's relative infancy and lack of specialized talent.
• Successful candidates demonstrate intellectual curiosity, a willingness to operate outside their expertise, and a focus on learning rather than just executing known strengths.

Hiring Process and Evaluation

• Sourcing should leverage networks of investors and executives to identify passive candidates at companies one to two stages ahead.
• The scope of the role must be ironed out and the org structure defined before finalizing the hire.
• Candidates should complete a case study or homework assignment to simulate the actual job; preferred contexts include a neutral third-party problem or a new, unsolved issue within the company.
• The evaluation should include a presentation panel with cross-functional leaders (e.g., Product, Engineering) to assess on-the-spot thinking and receptiveness to feedback.

Interview Questions and Psychological Indicators

• Favorite Question: "How did you first make money?" (Tests fundamental commercial intuition).
• Diagnostic Question: "What is something you are bad at that you enjoy doing?"
  • A correct response indicates openness to learning and a lack of fear regarding failure.
  • A refusal to answer or a statement focusing solely on strengths (e.g., "I focus on superpowers") is a red flag indicating a closed mindset.
• Critical Red Flag: Defensiveness during the case study presentation; the ideal candidate demonstrates humility and responds thoughtfully to feedback.