Naomi Gleit

I think being able to do five pull-ups taught me I can do hard things in this really narrow, measurable way, which gave me confidence in other aspects of my life.

There are a few thousand PMs at Meta. They do not all report to me. I would say a few hundred of them report to me on the teams that I directly manage, but I feel responsible for the entire PM community at Meta.

I sort of tried to create the luck by not giving up and just repeatedly cold calling or cold showing up or cold volunteering until I sort of was able to make it happen.

"The latter" refers to having extreme clarity around the goal, as opposed to the specific metric chosen (like 7 friends in 10 days).

I think the majority of the value is in the latter, is just having extreme clarity around the goal and that allowed everybody to work towards optimizing the same goal.

What the growth team really pioneered was being data-driven and product-driven, especially in an area that was historically more of a business function.

I hate pairwise conversations. I feel like they're a waste of time. I feel like you could have four conversations with four different people or one conversation with all four people. Everyone has the same context.

I really believe in frameworks for things that helps drive extreme clarity. I work on a lot of different projects. A lot of times I'm ramping up a new project, I'm like, 'Where can I learn what I need to learn about this project?' I ask five different people, get five different answers. That is unacceptable.

I sort of tried to create the luck by not giving up and just repeatedly cold calling or cold showing up or cold volunteering until I sort of was able to make it happen.

A PM is a conductor. It's as though the team that you are a PM on is an orchestra. There are many different functions in your team that includes legal policy, comms, data analytics, engineering, design, much like there are many different instruments in an orchestra.

In Facebook's growth accounting framework, "resurrection lines" refers to users who had gone inactive but then returned to the platform.

We found was the churn in resurrection lines were actually much larger than the new user line, which implied to us that retention and driving those two lines was actually our biggest lever to drive net growth.

Naomi is reflecting on her decision to join Facebook as employee #29 in 2005, where "that" refers to accepting any available role at the promising startup.

When you are on getting a rocket ship, don't ask what seat. That was my foot in the door and here we are 19 years later.

I have four musties, it is eat, sleep a long time, and exercise. Those are the things that I need in order to perform.