To win in the current market, your marketing strategy means life or death for your business. When it comes to building scalable growth, most marketers and CMOs have it wrong. They focus on content quality, channel strategy and planning, when they should be focused on one thing and one thing only -- SPEED. In this session Jaleh will share actionable strategies that any marketing team can adopt to move 10 times faster and stop wasting time building high quality campaigns that don’t work.

1. How to build a scalable growth engine through speed
5 actionable strategies for building the fastest marketing team
Jaleh Rezaei
CEO & Co-Founder of Mutiny

2. How do you define
excellence?

3. Structured thinking
Results oriented
High quality
Great team
Consistent brand

4. Structured thinking
Results oriented
High quality
Great team
Consistent brand
SPEED

5. Why Speed
Matters Most

6. Every scaled growth program
that works requires at least
● 2-3 major pivots
● Dozens of small iterations
● 1-2 years to build

7. Most of our brilliant ideas don’t work
Speed → Fast iteration → Quality & Results
Fast teams lead the market. Slow teams react.

8. What slows us down?

9. Top 3 speed killers
Inability to cut our losses
Accepting limitations that can be removed
High quality bar for things that don’t matter YET
(AKA being on brand)

10. Your beautiful brand

11. What do you see?

12. How about now?

13. How about now?
Brand is the sum of people’s interactions with your company.
One 💩 doesn’t ruin your brand.

14. 5 strategies for
becoming fast

15. Break down large
programs
(in one 90 min meeting)
1

16. That sounds hard

17. Break down large problems -- concept
One big problem statement + success metric (1 year)
We failed. What went gone wrong?
Problem 1
Problem 2
Problem N
Define goal
Black Hat Technique What must be true - key levers
List of hypotheses & metrics
Hypothesis 1 & metric
Hypothesis 2 & metric
Hypothesis N & metric

18. Break down large problems -- example
Build a channel of digital agencies to resell Mutiny as a managed
service (metric in 1 yr: 50 agencies, 100 customers)
● Agencies not interested in expanding their services
● Personalization was too far from agencies’ core
competency
● Couldn’t make the economics work for agencies
● Agencies lacked influence to sell a new program to their
customers
● Agencies couldn’t gain personalization expertise to
successfully manage the program for customers
● Agencies did not have enough customers in our ICP
● Not enough agencies
Define goal
Black hat technique What must be true - key levers
● #1 - There are enough agencies to create a viable channel
● #2 - Agencies have customers in our ICP
● #3 - Agencies are interested in expanding their services to
include personalization
● #4 - Pricing/packaging works for agency & customer
● #5 - Agencies can successfully sell personalization as a new
program to their customers
● #6 - Agencies can gain personalization expertise and provide
a great NPS to customers

19. At this point you have a strategic
understanding of program levers

20. Now, Ship it!
(Week 1-2)
2

21. Have you tried pushing a big box?
Static friction is much higher than kinetic friction

22. It’s hard & uncomfortable to do new things,
leading to months of planning and creation
in isolation to “get it right”

23. A planning culture hurts in the beginning & forever
Prepare to launch Continuously ship
& iterate
Launch
80% effort wasted
due to wrong
assumptions
50% effort wasted
due to anchoring
Not useful
useful

24. Prepare to launch Continuously ship
& iterate
Launch
80% effort wasted
due to wrong
assumptions
50% effort wasted
due to anchoring
A planning culture hurts in the beginning & forever
Not useful
useful

25. Prepare to launch Continuously ship & iterateLaunch
80% effort wasted
due to wrong
assumptions
50% effort wasted
due to anchoring
Little effort wasted and faster results due
to iterative mindset
A planning culture hurts in the beginning & forever
Not useful
useful

26. Bad:
Build a list of all agencies & do TAM
analysis
Research other partnerships programs
and design our partner program deck
Good:
Sell the program to 5 agencies this week
Book one customer meeting thru an
agency next week
Set goals that get you to the uncomfortable part as
fast as possible

27. You don’t need….
Fancy legalese
3 year finance projections
CRM
Scalable outreach
Design assets
Anything pretty or scalable
To directionally validate...
#2 - Agencies have customers in our ICP
#3 - Agencies are interested in
expanding their services to include
personalization
#4 - Pricing/packaging works for agency
& customer
#5 - Agencies can successfully sell
personalization as a new program to
their customers

28. You should now have a strong
signal for the right path forward

29. Build program
scorecard & share
results publicly
(Week 3)
3

30. Build a program scorecard -- concept
● Once your have broken down the key levers and
have set the team in motion, create a scorecard of
expectations
● Look for precedent and gather benchmarks when
possible

31. Build a program scorecard -- example
Levers 3 mos 12 mos Today (1 mos)
# of agencies enrolled 10 100 5
# agencies certified 5 50 1
# of customers in our ICP per
agency
5 10 3
Customer TAM 50 1,000 15
Penetration rate within customers 20% 10% 0%
Customers (actual) 10 100 0
Revenue $200,000 $2,000,000 0

32. Create visible accountability
with dead simple dashboards
● No need to micromanage
● Ask program owner to build a
calendar of activities and goals
● Publish simple dashboard & send
red-green-yellow weekly updates # of agencies enrolled 5
Customers (actual) 1
Revenue $0
June 8, 2020 Weekly Update
targetactual

33. Bi-weekly learning
meetings
(Week 4)
4

34. Encourage and codify learning
● Invite a broad group to attend learning meetings
● Good format:
○ Hypothesis: we predicted that ____
○ Test: designed the following test to see if true
○ Learning: we learned that ____
● Contextualize using the program goal + core levers
● Elicit ideation from the whole team

35. Adapt tech stack to
stay fast
5

36. Use the right technology to stay fast
1. NO TECH in the first 3 months
○ Basic organization with google docs
2. Use tech to automate once you know the process
○ Everything should be instant including analytics
3. Constantly ask what’s slowing us down and
redesign
○ Old systems should break if you’re scaling fast

37. Guidance for leaders
Give autonomy & forgiveness

38. Get comfortable with speed trade-offs
● Your team can’t be fast if they can’t make mistakes or
create low fidelity assets
● Don’t give too much budget or they’ll overdesign
● Unblock your team from normal process/tech
● Provide mentorship around when to pull the plug

39. Your Speed Scorecard
for new programs

40. Follow this process
0: Define goal
0: Black Hat to reveal levers
1-2: Ship it within 1-2 weeks
3: Scorecard & publish results
4: Bi-weekly learning meeting
Keep iterating to scorecard
Feel these feelings
Uncomfortable (not unhinged)
Cringe every once in a while
Smarter every week
Making a difference

41. One final tip

42. Ask the million dollar question
Are we moving as fast as possible
toward the most important thing?

43. Thank You

44. Speed does not mean don’t think.
Speed is about prioritizing speed of
learning over perfection.