I'd just like to leave a comment here, but I wonder if you misunderstood him. It seems more practical to me that every employee in a startup should dedicate time to metrics, and probably more than 10%. For instance, at the last startup I worked for, the CEO put together metrics useful for VC conversations/sales metrics etc. The CTO put together metrics on bug fix flow/hardware throughput etc, the VP of CS put together metrics on turnaround time on customer issues etc. Our architect kept metrics on time based data throughput.
I think it's a poor use of recources to dedicate one person to do all of that. The people steering the company at that stage should have a total hands on feel for the data and a level of indirection seems unnecessary.
I'd like to hear back from founders on this. Were you tracking metrics yourself? Do you think you were more or less effective that way?
I think it's a poor use of recources to dedicate one person to do all of that. The people steering the company at that stage should have a total hands on feel for the data and a level of indirection seems unnecessary.
I'd like to hear back from founders on this. Were you tracking metrics yourself? Do you think you were more or less effective that way?