Part 1. Feel like you’re drinking from the AI fire hose, attempting to make sense of it all? Let’s work together to split the signal from the noise.

3 million subscribers, that’s the number behind The Washington Post’s subscription success story, and last week we were fortunate to have Nicole Orders join us for an AMA — here’s what you might have missed.

It’s confounding and even a bit frustrating when growth slows in spite of all your best efforts, “how can this be improved when we’re already using all the best practices?”

How much lost revenue do you think comes from strategic misalignment, within your company?Estimates go as high as 25%

Growth in subscription businesses often presents a strategic tension between users and revenue priority -- it can be a fork in the road for the leadership to take one path or the other.

The reason your customers initially purchased is unlikely to be the reason they’re still subscribed. Lots of effort is made to develop a product value proposition that’s compelling for the first purchase, but in the world of recurring revenue, we need a value proposition that evolves along with the customer’s journey

It takes a lot of self-awareness for a team to acknowledge their own areas for improvement, and great humility to let others point them out.

For years we’ve been playing a game around HoK where we present completed experiments and ask everyone to guess which variation they believe to be the winner.

Did you know that only 13% of optimizations achieve a significant lift, and that outsourced teams get 21% more winning tests than in-house teams*?

We're often hired to do things that our clients really could do internally.