Through nearly 40 episodes of The Growth Show, we’ve seen a consistent theme when it comes to growth: It’s all about finding the right people.

But according to Ghostery CEO Scott Meyer, your definition of “right” should change as your company grows. The employees who help you get to your first million in revenue are not the ones who will help get you to $10 million in revenue — and that’s okay. Change is a key part of growth.

“There’s a misconception that it’s more important to hold onto the same people than understanding that you’re going to have to make really hard choices about people, products, and especially processes,” Scott says.

Scott joins me on our podcast this week to talk about his experience growing Ghostery, a browser add-on used by over 40 million consumers. He also touches on his previous roles at The New York Times and, the latter where he helped grow revenue from $36 million to $103 million as the company’s CEO. 

Here are a few highlights from this episode (click on the time-stamp to jump to that part of the episode):

  • Ghostery’s growth and how they’re able to get 30,000 – 60,000 new users every single day (2:00)
  • Why transparency matters and the importance of hiring employees who are aligned with your mission (3:30)
  • Dealing with September 11th at work in New York and his lessons on breaking hard news to your team (9:00)
  • Why he still makes time to interview every new hire and what his interview style is (13:00)
  • Growing from $36 million to $103 million during Scott’s time as CEO after The New York Times acquisition (18:00)
  • Why process shouldn’t be feared (21:00)
  • The biggest misconception about growth (22:00)
  • Why he makes it a priority to talk to at least one customer and one prospect every week (23:30)
  • How he runs weekly meetings with his direct reports (25:00)
  • How he unplugs and balances his work with family life (27:00)

Click the play button below to listen to this episode in your browser, or subscribe on iTunes to download episodes for your mobile device:

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