Keep adding paid features, with a team as big as the growth team

Ora Levit… businesses to help individuals accelerate in their career, get promoted, find a new job, build a business, scale their business, find leads, build their brand and hire people. And essentially, what is key for us is that we provide benefits and value that helps members achieve those tasks. There's many ways to drive growth. For us, what was critical is to make sure that we drive that growth by helping our members achieve their jobs to be done.

Ora LevitAnd so within the last two years I want to say, we added over 20 different benefits across everything between helping you get specific insights on how to get hired and improve models that help you understand on which jobs you're more likely to hear back and how you match and rank for that job, to help with making your profile stand out, from adding a cover photo that rotates, to highlighting your achievements and awards and recommendations from friends, to helping you fill your profile details, to dedicated events and learning courses and a variety of other features that ultimately help members get the job that they're coming to us to get and pay for, get then.

Ora LevitAnd our belief is that the more value we provide and we explain to members how they can use it and how it helps them in their tasks they're trying to achieve, the more likely they are to come for that value and stay for that value. And so we're growing both acquisition and retention. And so a lot of our growth was around that.

David BarnardDoes that play out in any kind of specific processes inside LinkedIn? Do you have a default product spec where there's a whole section on where the product manager has to specifically say, "This is this specific value and how valuable we think it is," or how does that play out in the day-to-day product decisions and experimentation and that sort of thing?

Ora LevitFor sure. All our specs specify who the member is that we're trying to target with an offering and what's the job to be done that we're trying to solve for that member. There's specific use cases and specific member scenarios. We would outline them and the specs would include that, but ultimately, it's heavy focused on making sure that you're growing value. And so we have a full team that's dedicated to the value that our subscriptions are providing and they're building new features and enhancing adoption of features and reaching the functionality of existing features to ensure we continue growing the value of those features. And that team size is similar to the team that drives growth from better pricing, discovery, packaging, promotions, et cetera because it's really the core of what we do and how we operate.

Jacob EitingPeople are pretty good. If there's no value, they'll stop paying, or if they've reached their limit of derived value, they'll just churn out.