Omoseebi Vincent

Omoseebi VincentSep 26, 2026

You have to start caring about the people you're selling to. They matter too. It's not just about you building something great. It's not just about getting the bag. And yes, I won't pretend we don't all want the bag. We do. But the plain truth is: The people matter too. Their opinions matter. Their problems matter. What they want matters. How they experience what you've built matters. You can't build something entirely around yourself and then get angry because people don't understand, want, or buy it. At some point, you have to step outside of what you built and look at it from their side. Because you're not building for yourself alone. You're building for people. And they deserve to be part of the process.

Omoseebi VincentOct 5, 2026

We spend so much time thinking about acquisition, how do we get our first users, how do we move from 100 users to 1,000, which campaign should we run next, which channel should we test, how do we bring more people into the product, but I think we sometimes get too focused on what is coming in, and not enough on what is staying. You can keep running campaigns and acquiring new users, but if your product is constantly losing the users you already acquired, you are essentially trying to fill a leaky bucket, Brian Balfour has written extensively about this, sustainable growth is not just about having a strong acquisition engine, it is about building a product that can retain the users that acquisition brings in. Because if the number of users churning is consistently higher than the number of new users you are adding , you are not really building momentum, you are replacing users. That is why retention deserves to be looked at before simply pushing harder on acquisition,Where are users dropping off, when do they stop coming back, what value were they expecting, did they actually experience that value, and what is making them leave,These questions can tell you much more about your growth problem than simply looking at how many new users you acquired this month. Sometimes the answer to growth is not another campaign, another channel, or another acquisition strategy, it could be another feature, but maybe not. Sometimes, the real answer is understanding why the users you already have are leaving. Acquisition gets people through the door, retention tells you whether what is behind the door is actually valuable,If you want sustainable growth, dont just ask how you can acquire more users, ask how you can give the users you already have a reason to stay,

Omoseebi VincentOct 14, 2026

One thing I find interesting about growth loops is how they can change the way teams think about growth. Think about how easy it is for teams to become focused on their individual goals.Even within marketing, you could have people responsible for content, paid ads, social media, and other activities, all working towards their own targets.And theres nothing wrong with that. The problem begins when everyone becomes so focused on achieving their individual goals that they lose sight of how their work affects the bigger picture.For example, a marketing team could bring in 10,000 signups in a week, and that would look like a great result. But what if, two or three weeks later, over 75% of those users have stopped using the product? We could easily say the product team failed to retain them. But what if the problem started much earlier? What if the marketing team brought in people who werent the right fit for the product in the first place? The marketing team might have achieved its target, but did that activity actually contribute to the growth the business wanted?And this isnt limited to marketing. Sales teams can make similar decisions when theyre focused on closing deals, even when some of those customers might not be a good fit.Ive been thinking about this while learning about growth loops, and one thing I'm beginning to understand is how important it is to look at growth as a connected system rather than a collection of individual activities. The output of one activity becomes the input for another. What happens at one point affects what happens next. This means the way we acquire customers should be connected to how they experience value, how we retain them, and how that retention contributes to further growth. Different teams might be responsible for different parts of the process, but the outcome theyre working towards shouldnt be disconnected.I think about it like students preparing for an examination. Some attend lectures, some study with friends, some attend tutorials, and others spend their nights reading.Different activities, but one shared goal.Nobody is just trying to attend the most lectures or read the most books. Those activities matter because of what theyre collectively trying to achieve.And I think companies need to approach growth with that same understanding. Growth loops dont automatically solve the problem, of course. Teams still need the right metrics, shared goals, and a clear understanding of how their work connects.But I can see why this way of thinking about growth is important, and why product-led growth is worth exploring for businesses where the product can play a central role in acquisition, retention, and expansion. I'm beginning to see growth less as a series of separate tasks and more as a system where the different parts have to work together.