I realized I wasn't good at product management and had to let go of that role to allow someone more qualified to lead product development.

In my first board meeting as CMO, I presented my marketing plan and asked for introductions to marketing leaders, but my board member suggested that they should learn from me instead, recognizing the unique insights I brought from my product background.

I believe that in the early days of a company, the heat shifts from product development to sales and then to marketing as the company grows and needs to scale its brand awareness.

I joined the team to handle consumer marketing, despite having no experience in that area, but I saw it as a great opportunity.

The transition from a sales-driven company to a product-driven company was challenging, as it required changing our organizational DNA and objectives.

It's challenging to succeed in a marketing role without a deep connection to the product and the founding team.

I transitioned from being an individual contributor to a manager because I wanted to utilize my full skill set and help others grow, inspired by a great manager I had at Yelp.

When considering when to hire a marketing expert, it's essential to have strong product-market fit. This ensures that marketing efforts amplify existing demand rather than create it from scratch.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.