Why subscribe?
It’s my mission to discover and scale the use of the best practices for scaling companies across product, growth, hiring, etc. I write a lot about product development, network effects, growth loops, and scaling startups effectively.
Who am I?
Hi, I’m Casey Winters, co-founder and CEO of SuperMe. We’re building a new professional network to help your more deeply understand who are the best operators and make their advice more accessible.
I’ve worked on scaling multiple startups to large technology companies as an employee and as an advisor. Before SuperMe, I was the Chief Product Officer at Eventbrite, where I led the PM, product design, research, and growth marketing teams. I helped Eventbrite navigate the pandemic and focus our strategy, becoming more product led, improving developer velocity, and making the shift to helping event creators grow their demand.
I started the marketing team at Grubhub and scaled Grubhub’s demand side acquisition and retention strategies. We built a city expansion playbook and compounding loops of sustainable growth with low or no CAC and strong retention. This helped drive Grubhub from 3 cities to 1,000+ and from a $1 million series A to an IPO and $7.3 billion exit.
After this, I joined Pinterest and led the growth product team. I joined amid a shift from a social network to a personalized recommendations system, from social driven growth to SEO, and from U.S. only to international first. Pinterest had 40 million active users. We turned SEO into a scalable acquisition strategy, increased conversion to signups/mobile 5x, and replaced our email and notification system for scale. Pinterest now has over 500 million active users with the majority of them outside the U.S. and is a public company.
I started my career as a marketing analyst at Apartments.com, and that helped me understand that the way online companies grow is very different from what you learn about in school. From there, I started implementing these strategies at Apartments.com and sister site Homefinder.com.
Most of my career has been one lesson repeated: find the bottleneck, fix the bottleneck. Sometimes it’s the org structure. Sometimes it’s the data. Usually it’s that nobody has done this before and they don’t know where to start.
