Emily Delmont

[...] recruiters, scale, team and leadership development, etc.” “Ah, so you’re a growth hacker.” This wasn’t a question, it was a statement. I kept smiling as we walked out of [...]

[...] to develop a strategic and unique relationship with potential customers. Programmers and product managers trust that the product they’ve written, built and road-mapped will be packaged with [...]

[...] storytelling. As opposed to the middle-aged, grown-up companies with sound marketing and development teams like Google, Apple, and even the companies coming out of adolescence like Facebook and [...]

[...] reaches a time in every business where the product is robust enough that it demands a marketing strategy to help spread it to the masses. Development teams get it to that point and then [...]

[...] as we walked out of the elevator. (I thought this miswritten title was only applied to marketing roles. I’m not a marketer but I have worked with plenty.) “No, I’m not. I don& [...]

[...] work. Applying the title ‘growth hacker’ to someone who is actually taking on marketing deliverables does both a marketer and a hacker a disservice. It also creates career development [...]

[...] to step up into a function that isn’t fair to their skillset. We see a larger organizational team develop out of shortsighted thinking and therefore, the business suffers. A failure to [...]

[...] groups comprise a team of thinkers and executors. Each role within this engineering-product-marketing assembly line respects each other’s differences as much as their mutual need for them. More [...]

[...] world of startup culture, however, I feel we’ve lost some sense of both this critical interdependent relationship and the uniqueness of each other’s roles. Just because we use technical [...]

[...] . Fixed often but built, typically, over time. Neither of these, however, are marketing. Good marketing isn’t a hack nor is it programming. It isn’t a technical language and it isn’ [...]