Carilu Dietrich

They really need to keep hiring 2X and 3X leaders who have seen the next stage of growth, because it's going to be here before you know it.

When I was young in my career, I decided I wanted to be a CMO. And at the job where I had decided I wanted to be the CMO, I worked two hours later than everyone else on the team. And I had this thought in my brain that two hours every day for five years would get me how many more years of experience than someone else?

There's no shortcuts to knowing a lot... You look at Tomasz Tunguz, who was with Redpoint and now started his own VC firm. And I was talking to him about his blog and he was like, 'I'd just wake up 5:00 or 6:00 AM every morning and write three to four blogs a week for 10 years.'

If you have to evaluate multiple products to purchase something, it's not a fast and easy online self-service buy. Because you're like, 'Do I need all three products? Can I break them apart? Do they all work? Are each of them best of breed?' Whereas if you're like, 'I need issue tracking, I'm going to buy Jira, this looks good. I've tried it out, I'm ready to go.' That can happen in seven days.

In order to get hypergrowth, you have to have organic, inbound, and viral word of mouth. You can't pay enough to grow at those rates and have a viable company.

The big growth levers are strategy problems, not individual departmental problems.

There's no shortcuts to knowing a lot... You look at Tomasz Tunguz, who was with Redpoint and now started his own VC firm. And I was talking to him about his blog and he was like, 'I'd just wake up 5:00 or 6:00 AM every morning and write three to four blogs a week for 10 years.'

The biggest thing is an amazing product that people love to use, right? I mean ChatGPT is the most hypergrowth product that we've seen in history potentially, because people are so excited to use it and it's working in interesting ways.

Your career and your ability to transcend, which is really moving faster than other people to get bigger jobs, is fairly dependent on the momentum of your company.

I was a leader at Oracle for five years, and my team grew from five to seven over five years. And I was a leader at Atlassian for four years, and my team grew from 15 to 100.

Some of my greatest career growth came in the economic downturns. In the 2000s, in the 2008. Because other people take their foot off the gas, and you can put your foot down.

If you're willing to learn more, hit yourself into new roles or new responsibilities that no one's covering at your company. When they don't hire tons of people for everything, there's lots of open projects where you can raise your hand and grow.