“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 that team size is similar to the team that drives growth from better pricing discovery packaging promotions etc.”

Value creation team must be same size as growth team — one without the other creates extraction without substance

LinkedIn deliberately equalizes headcount between value creation (new features, adoption, functionality depth) and value capture (pricing, discovery, packaging, promotions). Most companies over-index on one side. Levit's observation: pure growth teams extracting value without continuous value investment will eventually exhaust subscriber goodwill and cause churn. This balance is structural, not aspirational.