Well-known technology executive and angel investor Elad Gil has worked with high growth tech companies like Airbnb, Twitter, Google, Instacart, Coinbase, Stripe, and Square as they've grown from small companies into global brands. Across all of these break-out companies, a set of common patterns has evolved into a repeatable playbook that Gil has codified in High Growth Handboo...
Well-known technology executive and angel investor Elad Gil has worked with high growth tech companies like Airbnb, Twitter, Google, Instacart, Coinbase, Stripe, and Square as they've grown from small companies into global brands. Across all of these break-out companies, a set of common patterns has evolved into a repeatable playbook that Gil has codified in High Growth Handbook.
Covering key topics including the role of the CEO, managing your board, recruiting and managing an executive team, M&A, IPOs and late stage funding rounds, and interspersed with over a dozen interviews with some of the biggest names in Silicon Valley including Reid Hoffman (LinkedIn), Marc Andreessen (Andreessen Horowitz), and Aaron Levie (Box), High Growth Handbook presents crystal clear guidance for navigating the most complex challenges that confront leaders and operators in high-growth startups.
In what Reid Hoffman, cofounder of LinkedIn and co-author of the #1 NYT bestsellers The Alliance and The Startup of You calls "a trenchant guide," High Growth Handbook is the playbook for turning a startup into a unicorn.
作者简介
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Elad Gil is an entrepreneur, operating executive, and investor or advisor to private companies such as Airbnb, Coinbase, Checkr, Gusto, Instacart, OpenDoor, Pinterest, Square, Stripe, Wish, and others. He is cofounder and chairman at Color Genomics.
Previously, he was the VP of Corporate Strategy at Twitter, where he also ran various product (Geo, Search) and other operational ...
Elad Gil is an entrepreneur, operating executive, and investor or advisor to private companies such as Airbnb, Coinbase, Checkr, Gusto, Instacart, OpenDoor, Pinterest, Square, Stripe, Wish, and others. He is cofounder and chairman at Color Genomics.
Previously, he was the VP of Corporate Strategy at Twitter, where he also ran various product (Geo, Search) and other operational teams (M&A and Corporate Development). Elad joined Twitter via the acquisition of MixerLabs, a company where he was co-founder and CEO. MixerLabs ran GeoAPI, one of the early developer-centric platform infrastructure products. Elad spent many years at Google, where he started the mobile team and was involved in all aspects of getting that team up and running. He was involved with three acquisitions (including the Android team) and was the original product manager for Google Mobile Maps and other key mobile products.
Prior to Google, Elad had product management and market-seeding roles at a number of Silicon Valley companies. He also worked at McKinsey & Co. Elad received his Ph.D. from the Massachusetts Institute of Technology and has degrees in Mathematics and Biology from the University of California, San Diego.
超级实用细节的tips，甚至包括怎样不尴尬地移除board member。虽然作者是主要写给founders of startup after market fit,但是对于investor，tech行业employee也很有价值，可以看看好的PM，com manager，sales是什么标准，学习从strategic角度看整个公司发展，正确看待M&A。
11 有用 yusen 2018-12-12 00:55:22
Elad Gil近年来在硅谷很活跃，这本书像是一本工具书，很多文章都是他的博客合集。另外他在自己的个人网站上已经放出来了免费全文，可以去http://growth.eladgil.com/ 看到。
1 有用 子珂 2020-05-24 12:05:39
很好，因为对high-growth公司的书太少了。主要读了marc andreessen的访谈（其他的对我也没啥意义）: (1) product -> distribution. 过了p/m fit阶段，渠道与客户资源是最重要的，优秀产品/功能很容易被复制; (2) M&A很重要也很容易被忽视. google, fb都做了大量MA. 国内头条其实也一样 (3) 怎么做出下一个关键产品，核心在是否有... 很好，因为对high-growth公司的书太少了。主要读了marc andreessen的访谈（其他的对我也没啥意义）: (1) product -> distribution. 过了p/m fit阶段，渠道与客户资源是最重要的，优秀产品/功能很容易被复制; (2) M&A很重要也很容易被忽视. google, fb都做了大量MA. 国内头条其实也一样 (3) 怎么做出下一个关键产品，核心在是否有优秀的人才，这类人其实很少. 其次才是划分工程师资源. network effect来得快，去得也快 (myspace). (展开)
1 有用 Östrom 2020-04-12 19:58:11
超级实用细节的tips，甚至包括怎样不尴尬地移除board member。虽然作者是主要写给founders of startup after market fit,但是对于investor，tech行业employee也很有价值，可以看看好的PM，com manager，sales是什么标准，学习从strategic角度看整个公司发展，正确看待M&A。
0 有用 宝宝TWO 2023-04-21 21:43:51 江苏
又一本教科书。是什么人这么喜欢写教科书啊？
0 有用 飞羽醉月 2021-01-18 05:57:41
适合创业公司创始人参考
0 有用 宝宝TWO 2023-04-21 21:43:51 江苏
又一本教科书。是什么人这么喜欢写教科书啊？
0 有用 莫子皓Megil 2022-05-12 08:12:38
mark anderson的访谈超级无敌好！
0 有用 存在 2021-10-01 12:02:51
关于board管理有不少有意思的故事和经验分享
0 有用 飞羽醉月 2021-01-18 05:57:41
适合创业公司创始人参考
1 有用 子珂 2020-05-24 12:05:39
很好，因为对high-growth公司的书太少了。主要读了marc andreessen的访谈（其他的对我也没啥意义）: (1) product -> distribution. 过了p/m fit阶段，渠道与客户资源是最重要的，优秀产品/功能很容易被复制; (2) M&A很重要也很容易被忽视. google, fb都做了大量MA. 国内头条其实也一样 (3) 怎么做出下一个关键产品，核心在是否有... 很好，因为对high-growth公司的书太少了。主要读了marc andreessen的访谈（其他的对我也没啥意义）: (1) product -> distribution. 过了p/m fit阶段，渠道与客户资源是最重要的，优秀产品/功能很容易被复制; (2) M&A很重要也很容易被忽视. google, fb都做了大量MA. 国内头条其实也一样 (3) 怎么做出下一个关键产品，核心在是否有优秀的人才，这类人其实很少. 其次才是划分工程师资源. network effect来得快，去得也快 (myspace). (展开)