You’ve raised some early capital, you have a fantastic small team, and you are very clear about the problem you’re solving.
You have some early users and you’re getting positive feedback, but you don’t have product-market fit. You aren't yet feeling that pull.
Everything feels ambiguous. It’s too early to have any real meaningful data, so most decisions are made on gut-feel.
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This is not the time to hire a Head of Growth.
At this stage, you as the Founder should be driving this effort because it’s led by intuition and user insights.
The problem is, you‘re likely spinning too many plates and struggling to create the space for clarity of thought – and maybe growth isn’t your area of expertise.
Everyone tells you, “this is the hustle-stage – throw as much as you can at the wall and see what sticks”, but that approach is almost never successful (and wastes precious runway).
At this stage, there isn’t enough resource to give that many initiatives enough effort to truly understand what works.
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You need someone who can work with you to drive an experiment-led approach to crafting and testing hypotheses with momentum and focus.
Big vanity numbers of sign ups here won’t help you raise your next round, but a core group of highly-engaged users will.