This is an overview of how we as a company approach Growth.

Definitions

“Growth” refers to user and revenue growth.
“Growth team” = Marketing team at Warp
We take a full-funnel approach to user and revenue growth at Warp, with teams like engineering, design, product, and growth contributing at every step in the funnel.

Product-led growth

Our strategy is bottom-up developer adoption, followed by driving revenue through enterprise sales.
Specifically, our GTM motion is a combination of product-led growth and product-led sales.
- Our motion is Product-led growth in that users will self-serve to pay for Warp, and over time upgrade to an Enterprise plan.
- Our motion is Product-led sales in that we will assist users to buy Warp in enterprise settings. Such users require a lot of support to convince stakeholders and pass security/legal/compliance review, and we will assist them throughout the process.
For now, we do not believe that we can sell Warp top-down via a CTO, as developers are particular about their toolset.

User and revenue growth is a shared company responsibility.
- We are too small to delegate this responsibility to a subset of people.
- We believe the majority of our growth inflections will come from product improvements.
Retention is the largest driver of user and revenue growth. We have always and will always allocate resources to improve product quality.
Everyone in Warp shares the same Northstar Metric. For now, it is Weekly Active Users, but this will extend to Teams and/or Revenue as our product and business become more mature**.**
- All PDE (product/design/engineering) pods roll up to the shared metric. We have pods dedicated to driving Retention. We also have pods dedicated to Acquisition.
- There is also an Engineering rotation that works on adhoc Growth projects.
- Outside of feature work, Warp engineers write blog posts, represent Warp at conferences, and run user interviews.
- Our Growth/Marketing team is responsible for optimizing down-funnel stages like Retention as well.
We keep our Growth/Marketing and Product teams small and scrappy.
- There is no dedicated Engineer for Acquisition.
- Most of our growth/marketing work involves close collaboration with Engineering.

Stage	Definition
Brand awareness	A person learning about Warp the product. (i.e. it’s not enough that they have seen the logo. It only qualifies as awareness if they at least know that Warp is a terminal)
Product consideration	A person is trying a new terminal. They are researching terminals or setting up their terminal. They might download Warp to try it out.
Individual Activation	A person has developed a habit around using Warp as their daily driver. They are set up to use Warp (with no configuration issues) and have experienced the Aha! moment of Warp.
Team Activation	A team is using Warp together regularly. They have experienced the Aha! moment of using Warp together
Enterprise Pilot	A company is testing using the enterprise version of Warp. This is a paid period where a subset of future users use the enterprise version of Warp together.
Paid Conversion	A team or company starts paying Warp for the Team plan or Enterprise plan.
Expansion	A team or company expands the number of active users using Warp, and thereby increases the number of seats they’re paying for.
(Arrows)	We have found that “Enterprise pilot” might come after Individual Activation or Team Activation. The former happens in companies with stricter security policies and requires us to go through a vendor approval process before more users can use Warp officially at work.