Marc Baselga highlights a conversation about growth strategy with a leadership group at Supra, where the CEO set an ambitious target: a 26% increase by 2026. In typical Q4 fashion, the pressure falls on the product team to deliver results through new features and improvements. However, Rich Mironov offers a different approach to this challenge. Instead of allowing product to shoulder the entire burden, he suggests entering discussions with a clear plan. Mironov proposes that product commits to 6-7% of the growth target, supported by specific initiatives like reducing churn, exploring new market segments, or optimizing pricing tiers. This sets a framework for accountability. He then shifts the focus to the sales and marketing teams, asking them how they will contribute to the overall growth without relying on any product improvements. This approach creates a collaborative environment where the executive team collectively evaluates how to achieve the target, rather than isolating product as the sole entity responsible for growth. Without a clear number, product teams risk being blamed for the company's inability to meet targets. But by coming prepared with a realistic projection, the conversation shifts. It becomes a joint effort among all functions, each accountable for their piece of the growth puzzle. Mironov’s strategy emphasizes that achieving the growth goal is not solely a product issue; it requires a concerted effort and shared responsibility from the entire company.