“we started with a grow team uh but really a system and for everyone in the company to believe that growth is part of their job... ideally everyone in the company allocates part of the bandwidth to experimentation”

Turn growth into a system, not a team

A dedicated growth team caps growth at that team's headcount. Make experimentation everyone's job — finance experiments with pricing tiers, HR experiments with hiring funnels, customer service experiments with retention drivers. Align the whole company on the topline revenue metric, then let each function pick the submetric they actually influence. That converts headcount into an experimentation machine.