1. Using Percentage Gains 2. Goaling On The Wrong Metric When picking a metric, you have to strike the right balance between a metric that indicates the user is getting value from the product, but is not so far down funnel you run into issues with statistical significance. 3. Not Understanding Survivorship Bias The way to overcome survivorship bias is to figure out if there is a way to identify a less biased population (ex: new users) and make sure to look at that segment of users when analyzing the experiment. 4. Not Looking At User Segments Critical To Future Growth One major lever for growing your userbase is expanding your product market fit to users that aren’t big users of the product today. 5. Not Having a Rigorous Process for Setting Your Roadmap Experiment Idea Review where every member of the team comes up with an idea, takes time to research it and dig into the data, then pitches it to the team and the then has a discussion to decide if we should pursue it. 6. Not Staffing Teams Correctly - For early-stage startups (e.g. <10 employees), Growth should be everyone’s job - Staffing teams with engineers that are not going to be retained on the team long term - Not having the right skill sets in the team 7. Losing Sight Of The Goal we needed a process to regularly review how we were doing on a weekly basis so we could be nimble and make adjustments. 8. Building Features Hoping They Drive Growth In consumer products for a feature to drive growth, it generally must meet the following criteria: A) The feature has to impact the majority of the userbase B) The feature creates an engagement loop. Typically, the engagement loop is created by notifying users on a regular basis. C) The feature is a step-change improvement in the core value of the product for a majority of the userbase. 9. Getting Stuck In A Local Maximum To get out of this local maximum you need to make a bet and try a few divergent experiences. 10. Big Bets Without Clear Milestones