It's almost impossible to build a growth team like a product or technology team, where everyone has a lot of user growth experience and can form an echelon. When it comes to actually building a user growth team, many candidates claim to have done user growth on their resumes, but it's actually good for employers to find a few people with relatively rich user growth experience and practical experience, and it's even harder to hire people with their own methodology. Therefore, the user growth team members also need to be recruited from a diverse pool of candidates. When starting a user growth team, we want a candidate with a comprehensive background. Having worked in more than two jobs before is a plus, but in reality it's relatively hard to find such candidates. Then I came up with an alternative solution, which was to bring people from different backgrounds together to form a team, so that they could draw on each other's previous professional experience. While I'm open to user growth from different backgrounds, there's a bottom line: I won't hire anyone who doesn't have a data-driven philosophy and doesn't respect data. After putting these diverse candidates together, I found that people from different backgrounds face different challenges when it comes to grow

th. A product manager background may be advantageous for a user growth candidate, since many user growth features are very similar to product features. But I also saw a product manager background candidate when doing growth, there are two very big problems: (1) it is easy to put the project to make a simple functional growth projects, without fully considering the failure assumption, in the design of growth function logic, it is easy to ignore the compatible strategic growth projects, which leads to increase the flexibility of logic design is poorer; (2) Insufficient communication with BI in the early stage, and the analysis plan and data embedding point were not designed in advance. People with data analyst background have advantages in analyzing scheme design and data embedding, but they are not smooth in promoting the project and communicating with relevant personnel, which is easy to collapse, thus affecting the project implementation progress. People with strategic background are generally good at logic and are strong in the framework design of project schemes, but they still need to improve the control of details of HVA guidance logic. Another big problem for them is their lack of project implementation experience, which can easily lead to two problems: (1) they think they have thought clearly in the logical deduction, and it is easy to make hasty judgments on some things without practical experience or in-depth research; (2) In the process of pushing the project to the ground and getting the test results, it is easy to fall into some low state and get out of it. In other words, it is easy for them to design a solution with confidence and eagerness to push forward, but they are not as resilient when they encounter difficulties and setbacks. People from other backgrounds will also have a big challenge at some point in their transition to user growth. Past success makes us competitive in the workplace, but just like discontinuity in growth: if we continue to work in the same area (along the same curve), that experience is the key to success; If you're not working in the same area, such as moving from other jobs to user growth, you can only partially learn from the past. However, most of the time, people have a tendency to be path dependent, after all, past success is the most persuasive experience, but the past success may also become the reason for the present failure. Therefore, as the person in charge of a growth team, when building the team, I should see the influence of everyone's previous background on the subsequent work, and help team members make up for their weaknesses while letting them try their best to give full play to their strengths.