Hi, everyone. Welcome. I'm Nana. So I've been working with product and growth for over ten years.I've helped startups become unicorns as our close what works and what really doesn't. So do you know how many product exists in the world? Yeah. More than 5,000,000. And still, bad products grow and good products die. Yeah. The truth is growth doesn't fix broken products. And if there is one thing I've learned, it is this. A great product without growth is just a well kept secret, and a bad product with growth becomes a viral complaint. So today, I want to show you how integrating product and growth can be your unfair advantage, the one that actually changed the game. So I've seen amazing products die quietly, and I've seen average ones that explode, but only to collapse later under return and bad reviews.

Because what makes a business drive isn't just a great product, and it is not just a clever acquisition. It is the combination of them. Product and growth aren't the rivals. They are partners. And when they work together, that's when the magic happens. So why do most companies hit a ceiling? This is a good question. Basically, because they build silos. Product wants to deliver value, and growth wants to hit the targets. And then they file fight over backlog, budget, and the CEO's attention. But let me ask you something. How many of you have built something incredible but that no one used? And how many of you have it's chaos something that wasn't ready. Yeah. I've done both, and I learned the hard way. You can't win this game alone. So I have a few questions for you.

Is growth only bought in at in the end of the journey? Does product define the road map without acquisition input? Do both teams have different or even conflicting goals? If you answered yes, you are raising time, money, and potential. Yeah. This is the truth. So let me give you three practice to truly unite growth and product. The first one is plan together from the day zero. So cocreate a strategy. Growth should be in discovery, and product should know how we acquire users. And when prioritizing features, don't look only at tech feasibility or user needs, but at business impact too. One simple tip here is map the inflection point in the journey. Where do users drop off? Where can the product itself generate growth? So let me show you how I did this at PickPay. It's a Brazilian fintech. I'm Brazilian. This is a good curiosity. So we were launching a new product for students, most of whom had never ever opened a bank account.

But instead of building in a silo and hoping they would come, we brought growth into the discovery from day one, basically. So together, we mapped the journey. Where would they hear about us? What would make them trust us? What could we build that drives both value and acquisition. And here, what we did. We didn't just launch a product. We create a ecosystem. So we partner with bars and restaurants near the campus. If you paid with BigPay, you have instant cashback. We end sorry, but the examples are in Portuguese because they are print screen for real life. So but this is what you this is what happened, basically. So we show up at student parties. So big pen mean free beer, discounted ticket for the parties, and we also solved real pain points. So students could recharge their public transport public transport cards inside the app. They could buy Uber credits. They could buy credit for games.

Everything they need, he could do with the with our bank, basically. And we make it fun also. So every action, paying, sending money, attending events, you earn points. So the product became the channel. None of this would have worked if we didn't put growth and product together to build this. From features to reward activation, and then the result. Explosive adoption, high love brand, month over month retention increasing, and a generation of students who didn't just download the app. They live with it. Because when you plan together from the start, you don't just and highly loyal. Because when you plan together from the start, you don't just launch a product or build a future. You launch a movement. Then going forward for the practice two, it's create alignment and rituals that are shared. So shared goals. We need to stop competing for KPIs.

We need to set shared KPIs. I have a few examples what this could be. So for example, activation rate, if your product it's something that it's related to activation, CAC payback, or maybe LTV, or if you have thirty day retention. These are a few examples what can be, shared KPIs, but only you know what is best for your product. But one thing that I I can say for you is the goal should be the same for everyone. And here I have a type, for running joint experiments. So, basically, growth drives traffic, product tests onboarding, and both of them together, they can learn and iterate the experiments that they are doing together. This is something that works better than each one of the teams work separate.

And here is what this looked like at ten BC, a back a bike share company from Brazil. We were launching a new city. So we have new users. We have new behaviors. We have a lot of a lot of uncertainty, and we have a problem with the teams because growth one wanted scale, product wanted a better onboarding, and CRM wanted activation. So we have different teams, different goals, and different directions. So here, one day, we stopped everything that we were doing and start thinking What we need to do? And we did something that is simple. We pick only one OKR. That would be increase activation in thirty days. And this became our north north star. And based on that, we start to build rituals around it.

So, basically, daily stand ups, so where growth can shared acquisition learnings, weekly reviews where we have product and CRM sharing, onboarding insights, and join retro head rows, where we look at at impact, not only channels. With this, we start to run experiments together. So growth started to scale it, scaling traffic, product tested onboarding flows, CRM create welcome journeys using Braze. But the most important here, it was that we didn't chase individuals wins. We chase outcomes together. So the result, it was that we hit our activation goals ahead of the time. This city become our top performance city in retention, And the team stop competing and start looking for impact, basically. I think this is one of the the most important thing for us is the changing the cube culture because this change our business forever.

And the third and the last one is build growth loops inside the product. A growth that only depends on media is fragile. What really scares is when the product fools its own growth. So I can show you a few examples here, like in app referrals, user generated, based on rewarded loops as an engagement, freemium with or freemium with organic upgrades. And I will show you another example how I did this in a in the early days of, delivery company startups startup that as all the startups, we have to grow. But, normally, we don't have money to do that. So paid media was there, but it was expensive and unsustainable as it was in most of the case. So we were trying to look for smarter ways to do it. And this is where we arrive at growth loops.

And this is a funny thing because we already had a referral program. But it was hidden, It was underused and forgotten. So nobody believe in it. Basically, product had build it, but growth didn't look at it, so it was lost. And then we rebuilt it, and we made it simple. We made it visible and shareable. So what we tested, basically, app placements right after delivery. So here we have the screenshots of the app, and it's in Portuguese. But the blue one is the new how it shows in the app, basically. We tested clear keywords, so copy, basically. So if you get $10, you give $10 for your friend. We start to put messaging with Braze in the strategic point of the journey. So, basically, your friend just order cash decks ready for you, and we start to work with moment based campaigns. So weekend holidays to boost our our referral.

And the good thing is that it worked. MGM became became a top acquisition channel. The first one, in fact. And this is the result, month over month, how it it start to increasing in number of users only for member get member, and you can see that it's high. The second thing, copy drop. So every user bought another, basically. And the more they use the app, the more growth we got. And that's a loop, not a campaign. It's a system that comp compounds. It's when the product grow itself, that's when you really scare scale. So sharing the learns from the old three stories that I told you, product and growth need to be born together. A good product isn't enough. A clever growth strategy isn't enough. The real magic happens in the overlap when they are together. Product and growth shouldn't compete. They should conspire.

When these force are aligned, you just don't grow in numbers. You're growing retention, loyalty, and long and and long term value. So you build a sustainable company. So here, your next move. Bring growth into discovery, bring product into campaign planning, and work toward shared outcomes. Because your next breakthrough, it won't come from just a new feature or a new channel. It will come from the fusion of those who understand the user and those who know how to grow with them. So thank you. Here, I have my contact, but I'm also open if you have any questions.