how to hire a facebook hacker

Introduction：

1、How to set up, hire, and scale a growth strategy and team ： YC Startup Library

2、How to Hire a Hacker to Access a Facebook Account

How to set up, hire, and scale a growth strategy and team ： YC Startup Library ♂

　　### **Check Your Retention**

　　Start with this retention checklist to help determine if you have good retention, which you should be able to tackle

　　with your core product team:

　　## Retention Checklist

　　Metrics and Data You Need to See if You Have Good Retention

　　To Do

　　Examples

　　### **Good** **Retention vs. Bad Retention**

　　The biggest question to ask at this point is: Is your retention good?

　　To determine if your retention is good, run through these 3 steps:

　　**1.** Stable long-term retention: Long-term retention should be stable and parallel to the x-axis (the y-axis

　　represents the retention metric). It is common to see a dip after the first period (e.g., month 2 for

　　high-velocity1 products or year 2 for

　　low-velocity2 products), but the most important thing is to make

　　sure that the long-term retention is stable and parallel to the x-axis (see this in the Cohort Analysis graph below).

　　**2.** Long-term retention in line with "average or median" benchmarks in your specific vertical: It is important to

　　benchmark your retention against companies in your specific vertical. For example, stable long-term retention of 10% is

　　poor if you are a social network.

　　**3.** Newer cohorts should perform better: "Cohort" refers to the group of new customers that started using your

　　service that particular month. Determine whether newer cohorts are performing progressively better than older cohorts.

　　If the retention of newer cohorts are better than older cohorts, it implies that you are improving your product and

　　value proposition.

　　Below is an example of how Airbnb has performed–which would qualify as *great* retention. The graph below demonstrates

　　stable long-term retention. Each new cohort did better than the previous one. For example, year 2 and year 3 retention

　　rates are better than the year 1 retention rate. Airbnb's long-term retention rate is better than the median retention

　　from competitors in the same vertical.

　　It is important to benchmark your retention against companies in your specific vertical. Below, we have included average

　　long-term retention targets for 5 business verticals.

　　Vertical3

　　Period

　　Long Term Period

　　Long Term Target

　　Median

　　Social Network4

　　Monthly

　　Month 12

　　45% - 65%

　　55%

　　On-Demand

　　20% - 30%

　　22%

　　Travel

　　Annual

　　Year 2

　　20% - 35%

　　29%

　　E-commerce

　　10% - 25%

　　16%

　　Subscription

　　25% - 35%

　　33%

　　Once you've passed these checks and know that you have good retention, you can take the first steps to build your formal

　　growth team, which we cover in the next section.

　　## **Building Your Growth Team**

　　In the early days at a company, pretty much everyone is responsible for growth as they are solidifying product market

　　fit, and some companies treat this as a shared responsibility even past product market fit. The reason a company forms a

　　dedicated growth team is to pour gasoline into product market fit by launching structured experiments to drive a desired

　　behavior/action.If you have proven sustainable retention, you can focus on building a dedicated team to improve

　　retention even further while acquiring and activating and retaining incremental new users.

　　Here's the most common makeup of an initial, Year 1 Growth Team:

　　*Year 1 Growth Team = 1 Growth-focused PM + 2-3 Growth Engineers + 1-2 Growth Data Scientists*

　　### **When to hire your initial growth team:**

　　1. Most companies made their first hire when they had about 15 engineers on the team working on product.

　　2. If you have strong retention, then the Growth PM (your first growth hire) is likely to be the 3rd or 4th PM on the

　　team. The most common mistake CEOs make is waiting too long before they hire a growth-focused PM.

　　The trend is moving toward investing in building a growth team earlier on, with many starting to invest as soon as they

　　have strong product market fit and retention. Additionally, there is considerable evidence supporting the argument that

　　a formal growth team created at the right time accelerates the growth trajectory of a product.

　　A good growth team can also play the role of "defense" really well. Launch of new features and enhancements can often go

　　sideways and impact usage. The growth team has the ability to understand the root cause within minutes (not days) and

　　course correct the problem and thereby limit the negative impact. Facebook's growth team is considered one of the best

　　at defense and this has consistently helped them differentiate from competition since the early days.

　　Your first hires are critical as the initial team members will establish your company's experiment framework and growth

　　culture. 100% of growth experts refer to the first few hires as "magnets" for hiring and scaling the team. It's no

　　accident that many accomplished data scientists work at Stitch Fix as they are motivated to work and learn from the

　　leadership of [Eric Colson](https://www.linkedin.com/in/ecolson/) (former VP of data science and engineering from

　　Netflix and one of the early hires Stitch Fix made).

　　While success cannot be attributed to the growth team alone, having a growth team in place early on helps accelerate the

　　overall growth trajectory of the company.

　　Typically, the first growth team hire is a Product Manager (PM). We found some strong trends in PMs, Engineers and Data

　　Scientist traits highlighted by growth experts who built successful growth teams:

　　### **The Ideal Growth PM Candidate**

　　1. **Data-oriented:** The ideal candidate is intensely data-driven and inquisitive. All of the experts we spoke with

　　said this is a must-have. You want someone in this role who will constantly ask "Why?" - even when growth numbers

　　are up. One of the experts we spoke to said, "The scariest day is when numbers are down, the second scariest day is

　　when numbers are up and you don't know why."

　　2. **Prior growth experience:** It's important that the PM has experience at a company focused on driving growth in a

　　competitive space (*e.g.,* e-commerce, dating apps, gaming apps, social networks). This means that you won't be

　　recruiting out of a company like Google or Apple, as those teams didn't scale based on competitive growth

　　strategies. More than 90% of the experts mentioned that prior growth experience is an important characteristic for

　　the team lead to have.

　　3. **Former startup founder** (bonus) **:** Interestingly, 60% of growth experts in our interviews were former

　　founders. Why are they great PMs? Because people who've started companies tend to be able to think independently,

　　are comfortable with taking risks, and have high levels of perseverance. This is important as many experiments will

　　fail.

　　4. **Existing PM** (bonus): If an *existing* PM has the above characteristics, then you might have the opportunity to

　　appoint them as the Growth PM (as Facebook and Slack did). The growth team has to work with all stakeholders within

　　the company and having someone who has already built up social capital within the company can accelerate the team's

　　progress. This is great, but not a must have. 40% of the growth leads we spoke with were already PMs at the company

　　prior to leading the growth team. Others, like Airbnb and Uber, hired a Growth PM especially for this function.

　　**The Ideal Growth Engineer Candidate**

　　1. **Self-starter:** Since a big chunk of the work involves running experiments to determine what really works, the

　　engineer should be proactive about coming up with their own hypotheses and experiments and iterating. Similar to the

　　growth PM, they should have infinite curiosity and constantly ask “Why?” to uncover hidden insights.

　　2. **Doesn’t cry over lost code:** This is someone who should be very comfortable with experimentation, knowing that a

　　large amount of work won’t make it into the final product.

　　3. **OK doing things that don’t scale:** Many of the tests will be small and without much impact-- so an engineer who is

　　fairly new - just 2-4 years of experience - might fit better with this mentality vs. someone one with many years of

　　experience that may train toward rigid requirements and roadmaps.

　　4. **Great communicator:** Growth engineers should be particularly comfortable working with teams with several functions

　　- design, copywriting, data, etc.

　　**The Ideal Data Scientist Candidate**

　　Lastly, a data scientist is a vital hire for a well-rounded growth team. Data scientists are in such demand that [Airbnb

　　announced](https://techcrunch.com/2017/05/24/airbnb-is-running-its-own-internal-university-to-teach-data-science/)

　　recently that they have an internal university dedicated to training up data scientists.

　　1. **Fluency with experimental design and interpretation:** Since growth is about running a lot of experiments -- more

　　so than other data science roles -- it is important to test for this during the interview process. You can pose

　　questions like, "Under a particular scenario, roughly how large of a sample size would you need?" and "How would you

　　correct for multiple comparisons in this case?" You can also pull together a sample data set and run through the

　　analysis live in a pair coding interview.

　　2. **Coding Ability:** More so than other data science roles, growth requires more work to get & prepare data. This is

　　simply because growth is often dealing with new data sets, and new data logging. Some suggested testing for this in

　　an interview by doing live coding on cleaning up a data set together in Python or R.

　　3. **Great Communication Skills:** The two most important elements of communication are (a) Communicating the results

　　of experiments -- especially what can and what cannot be validly deduced from an experiment and (b) articulating the

　　persuasive case for investing in certain growth initiatives. Someone with a strong business background and a strong

　　familiarity with causal inference (econometric and experimental backgrounds are ideal).

　　## **To Do: Your Growth Team's First Year**

　　Once you have a team, there are five key initiatives you (and the team) will need to tackle in the first year. Here they

　　are with additional detail on each below.

　　1. [Set absolute goal (with CEO) & Define key metrics](https://blog.ycombinator.com/growth-guide2017/#goal-and-metrics)

　　2. [Identify growth channels](https://blog.ycombinator.com/growth-guide2017/#IDgrowth-channels)

　　3. [Establish systems & tools](https://blog.ycombinator.com/growth-guide2017/#Est-systems-and-tools)

　　4. [Establish user research](https://blog.ycombinator.com/growth-guide2017/#user-research)

　　5. [Continue to iterate](https://blog.ycombinator.com/growth-guide2017/#continue-to-iterate)

　　### **1. Set an absolute goal and define key metrics**

　　The most important thing is to identify your absolute goal and drive every aspect of the funnel toward improving your

　　goal. Casey Winters, former Growth Product Lead at Pinterest, wrote an excellent [

　　post](http://caseyaccidental.com/growth-goals) about this. What we mean by *absolute* is that goals cannot be percentage

　　changes or rate changes (for example, you should not have a goal like "improve conversion rates by 10%"). The goal needs

　　to be an *absolute* number. (For example, "achieve 5M first-time room nights this year"). Note that this is an absolute

　　milestone the entire team needs to hit.

　　An important next step is to break down an absolute goal into subgoals – for example, if Airbnb's goal is 15M

　　incremental room nights per year, it would need to achieve sub-goals with an absolute number of bookings from both new

　　users and existing users. Jonathan Hsu, Partner at Social Capital (also part of Facebook's early growth team), has

　　shared his [growth accounting

　　equation](https://medium.com/swlh/diligence-at-social-capital-part-1-accounting-for-user-growth-4a8a449fddfc) -- here's

　　how Airbnb's equation would break down:

　　*\[x\] Room Nights = \[A\] Room nights from new users + \[B\] Room nights from existing users*

　　Similarly, Facebook's absolute goal of monthly active users (MAU) incorporates both new and existing users. Here's

　　Facebook's growth accounting equation:

　　*\[x\] Monthly Active Users = \[A\] New monthly active users + \[B\] Retained monthly active users + \[C\] Resurrected

　　monthly active users*

　　For marketplaces, the companies would have absolute goals (and sub-goals) for both the supply and demand sides, and

　　sometimes companies will have separate teams working on each side. For example, in the case of Airbnb the supply side

　　metrics would include Host Activation, Quality and retention.

　　At times, teams make the goal too unrealistic or set it in such a way that it is too easy to achieve. The most common

　　advice from growth experts is to set a goal that is halfway between "Sandbagging" and "Too hard to achieve". You want to

　　set something that is a stretch, but at the same time motivate the team such that it is realistic to achieve.

　　100% of the growth experts said that the CEO must be aligned when setting and defining the absolute goal. The goal also

　　needs to be communicated with the entire company so all teams are aware what the company plans to accomplish that year.

　　Often CEOs wait too long or don't fully endorse the goal and as a result, aligning teams within the company takes too

　　long. This could severely hinder the growth team's progress in the first year.

　　### **2. Identify growth channels**

　　Once an absolute goal and subgoals have been defined, the next step is for the team to identify channels for their first

　　few experiments. The most common framework growth experts use to identify channels is based on existing user behavior.

　　The two key questions to ask are the following:

　　1. How do customers find solutions / solve this issue today?

　　2. How do your best users use your product today? Can you do something to get more such users to discover the product

　　quickly?

　　The below behaviors were highlighted by [Linkedin's Aatif

　　Awan](https://www.slideshare.net/tractionconf/aatif-awan-head-of-growth-linkedin-growth-hacking-is-dead-long-live-growth?ref=https://www.linkedin.com/),

　　and we share some examples of companies that used those channels.

　　User Behavior

　　Channels to Explore

　　Example Companies

　　To use the product you need to connect with another user

　　Product itself

　　Facebook, PayPal, Slack

　　Existing users talk about the product

　　Referrals, Community

　　Uber, Airbnb, Dropbox

　　Use search to find a solution to their pain point

　　SEO, SEM

　　Airbnb

　　Look for inspiration from experts

　　Affiliate bloggers, Pinterest, Partnerships, Content

　　Stitch Fix, Glossier, Intercom

　　High LTV users

　　Paid acquisition (social, search, native, offline)

　　Airbnb, Expedia, Uber

　　Not every channel is relevant for all companies. Most products find 1-2 relevant channels early on that really work for

　　them. \~70% of experts mentioned that referrals were the top channel within the first year. Over time (as brand

　　awareness increased) other online advertising channels were more fruitful.

　　There are some exceptions to this rule were referrals do not work as well. For example - you can't offer a $20 discount

　　and expect team members to persuade other team members to join Slack.

　　### **3. Establish Systems & Tools**

　　The 4 most important elements you need to kick off a growth team are the following:

　　- **Clean data set** to track key metrics and goals

　　- **Segmentation tools** to be able to understand and segment the customer and activity at a granular level

　　- **Rigorous experiment dashboard** to analyze the experiment results and the statistical significance behind them

　　- **Peer review process** to discuss and analyze findings

　　It is critical for teams to have the right systems and tools in place to run experiments at scale. Especially key in the

　　first year is the experiment dashboard. Experiment dashboards are essentially a single destination to track

　　experiments/results, and allow for easy analysis by lots of people at the company. Dashboards contain:

　　- Experiment group metrics

　　- Control group metrics

　　- A set of metrics defined to track and measure statistical significance

　　The dashboard helps the team to run various experiments and test the results before proposing every single idea to be

　　added to the product. As the growth team scales, the number of engineers increase and it becomes unwieldy without an

　　experiment dashboard. A company at scale typically runs **1 experiment per growth engineer per week**. With that future

　　state in mind, it's vital to start early with a solid growth experiment dashboard. The dashboard also becomes an

　　invaluable archive of past experiments that is also immensely helpful when adding new team members or iterating on past

　　experiments.

　　100% of the experts we spoke with emphasized their decision to build their *own internal tools* at scale. Initially, you

　　can use tools like [Mixpanel](https://mixpanel.com/), [Optimizely](https://www.optimizely.com/), [Superset

　　and](http://airbnb.io/projects/superset/) [Chartio](https://chartio.com) to track your experiments.

　　Here's a screenshot of Airbnb's internal experiment dashboard:

　　It can take several iterations to formalize the experiment dashboard. For example - one of the experts cited that the

　　experiment dashboard was formalized after several iterations only after they had \~25 to 30 growth engineers on the

　　team.

　　**Peer review & Individual Experimentation**

　　Teams often set up an internal experiment review process on a biweekly basis. Team members present their hypothesis and

　　share the results of the experiment they ran to test the hypothesis. Peers ask a lot of questions to decide whether they

　　agree or disagree with the findings. Growth teams that run 100+ experiments per year cite that only a third of their

　　experiments turn out to be positive.

　　Though the success rate is only 20% to 30%, the point of this exercise is to encourage engineers to take more risks.

　　A common contention is whether engineers are allowed to run experiments independently. Companies in their early stages

　　often encourage engineers to run growth experiments on their own. However some of them require PM oversight as they

　　scale, especially as they get more rigid with quality standards.

　　Another important element is to make sure you set heuristics for the growth team. Growth teams are constantly testing

　　hypotheses and running experiments. One of the most common heuristic experts use is: *"Don't test things you wouldn't

　　ship to everybody"*

　　### **4. Establish User Research**

　　Data alone cannot answer all the questions. It is equally important to have user researchers in place to really

　　understand what is happening behind the numbers.

　　Your first 100M users will look a lot different from the second 100M users. Therefore it is important to do the

　　following:

　　- Solicit real time feedback from users

　　- Use tools like [Inspectlet](https://www.inspectlet.com/) to track UX

　　- Meet users outside of San Francisco, especially if it was your first core market. Other markets will look a lot

　　different from SF

　　- Pay attention to how users use the product internationally. There may be cultural nuances in addition to language

　　gaps (for example, people in Japan do not like to post photos of people without their permission and products may

　　need to adapt to local taste).

　　- Document every single use case. What is perfectly normal for one group can be very different for another group of

　　users.

　　- As you scale it is important to add dedicated user researchers to the growth team

　　### **5. Continue to Iterate**

　　While the above roadmap items will help set the foundation for a strong growth program, a lot of the tools, processes

　　and systems will evolve at scale.

　　## **Where Should the Growth Team Sit?**

　　This has been the biggest source of debate among companies. Facebook pioneered the concept of a separate growth team

　　(meaning: Growth is essentially a department within the company). The rationale behind it was if they didn't assign sole

　　responsibility for growth of MAUs, then no one would own it. This has worked very well for Facebook, which recently

　　hit 2 billion MAUs (the only social network in the world to have achieved this). Facebook was also really good at

　　clarifying responsibilities across various teams. Advocates of separate growth teams cite that it is important for the

　　Head of Growth to report directly to the CEO.

　　However other companies like Uber, Airbnb and Slack, started with separate growth teams but later merged them with

　　product team. Growth is not about just looking at data to drive insight. The growth team also experiments and makes

　　subtle changes to the product to fuel growth, and this becomes increasingly important at scale. Therefore, advocates of

　　this approach cite that it is crucial that the product and growth teams are within the same org. In these cases the Head

　　of Growth reports to Head of Product.

　　Traditionally, a company's marketing team has been responsible for driving user acquisition (and the associated budget),

　　so this is sometimes a default department in which to house a growth team. Often this evolves from prior functions that

　　have lived in the marketing department (like performance marketing and user acquisition). In these cases, the Head of

　　Growth would report to the Head of Marketing. The general sentiment about this approach is that the line of reporting is

　　a bit rooted in the past, and most growth experts cited this as the least-favorable option.

　　The commonality, regardless of their department, is that the growth team can be more than 100 cross-functional people.

　　It is roughly composed of the following:

　　- 10% Product Managers

　　- 50% Engineers,

　　- 10%-15% Data Scientists,

　　- 10% Product Marketing,

　　- 10%-15% Designers

　　- \~5% Researchers

　　## **The End Goal: Growth is in the Company's DNA**

　　Hopefully, when you're ready to create a scalable growth program, this will be helpful. This is the newest frontier in

　　the cross-section of marketing and product, so it's still evolving. When done right, an amazing growth program will

　　permeate the entire organization, making an evidence-based mindset part of the company's DNA.

　　If you have any other growth program advice to share, please reach out [@YCombinator](http://twitter.com/ycombinator) or

　　[@AnuHariharan](http://twitter.com/AnuHariharan) on Twitter or on Hacker News.

　　I want to thank the growth experts who have pioneered this practice and whose combined insights allowed us to draw these

　　trends:

　　- [Gustaf Alstromer](https://www.linkedin.com/in/gustafalstromer/), Former Product lead, growth, at

　　[Airbnb](https://www.airbnb.com/) (who recently [joined us as a Partner at

　　YC](https://blog.ycombinator.com/welcome-eric-gustaf-and-jocelyn/))

　　- [Merci-Victoria Grace](https://www.linkedin.com/in/merci/), Growth Lead at [Slack](https://slack.com/)

　　- [Ed Baker](https://www.linkedin.com/in/esbaker/), Former Head of Growth at [Uber](https://www.uber.com/)

　　- [Mike Duboe](https://www.linkedin.com/in/mikeduboe/), Head of Growth at [Stitch Fix](https://www.stitchfix.com/)

　　- [Casey Winters](https://www.linkedin.com/in/caseywinters/), Former Growth Product Lead at

　　[Pinterest](https://www.pinterest.com/)

　　- [George Lee](https://www.linkedin.com/in/geolee/), Former Head of Growth at [Instagram](https://www.instagram.com/)

　　- [Julie Zhou](https://www.linkedin.com/in/julieyizhou/), Former Head of growth at YikYak

　　- [Ray Ko](https://www.linkedin.com/in/ray-ko-1898291/), Partner at [Social Capital](http://www.socialcapital.com/)

　　and Former Director of Growth @ [Facebook](https://www.facebook.com/facebook)

　　- [Jonathan Hsu](https://www.linkedin.com/in/jonathanphsu/), Partner at [Social

　　Capital](http://www.socialcapital.com/), Former Data Scientist @ [Facebook](https://www.facebook.com/facebook)

　　- [Beau Hartshorne](https://www.linkedin.com/in/beauhartshorne/), Former Growth Engineer at

　　[Facebook](https://www.facebook.com/facebook)

　　- [John McDonnell](https://www.linkedin.com/in/john-mcdonnell-65833233/), Data Science Manager at [Stitch

　　Fix](https://www.stitchfix.com/)

　　- [Slater Stich](https://www.linkedin.com/in/slater-stich-4658a849/), Former Data Scientist at

　　[Square](https://squareup.com/)

　　- [Max Mullen](https://www.linkedin.com/in/maxmullen/), Cofounder at [Instacart](https://www.instacart.com/)

　　- [Fareed Mosavat](https://www.linkedin.com/in/fareed/), Senior PM, Growth at [Slack](https://slack.com/)

　　- [Othman Laraki](https://www.linkedin.com/in/othmanlaraki/), Cofounder Color Genomics, Former VP of Product @

　　[Twitter](https://about.twitter.com/company)

　　- [Dennis Goedegebuure](http://dennisgoedegebuure.com), VP of Growth & SEO @ [Fanatics](http://www.fanatics.com)

　　- And several others who opted to stay anonymous

　　*Thank you also to Sharon Pope, Nic Dardenne, Craig Cannon, Ali Rowghani, Daniel Gackle and Scott Bell for contributing

　　to this guide.*

　　-----

　　**Notes**

　　1. High velocity implies frequent usage - for example daily, weekly or even

　　monthly.[↩](#footnoteid1)

　　2.Low velocity implies occasional usage -for example, annually or once in 6

　　months.[↩](#footnoteid2)

　　3.Second Measure (anonymized credit card transaction data) unless otherwise

　　stated.[↩](#footnoteid3)

　　4.Business insider; .

　　[↩](#footnoteid4)

How to Hire a Hacker to Access a Facebook Account ♂

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　　Access the Account

　　Once the task is complete, you’ll receive the credentials or access you need, along with guidance for securing the account.

　　Ethics and legality are central to hiring a hacker. Unauthorized access to someone else’s account without their permission is illegal and unethical. Cyberspac3 ensures that all services are conducted lawfully and ethically, safeguarding your interests while respecting the rights of others.

　　Always seek permission or ensure you have the authority to request access, especially in cases involving minors, incapacitated individuals, or businesses.

　　Many clients have successfully regained control of their Facebook accounts with the help of Cyberspac3’s hackers. Here are some examples:

　　Business Page Recovery

　　A local business regained access to their hacked Facebook page after a malicious actor changed the credentials. The hacker from Cyberspac3 restored the account and implemented additional security measures.

　　Parental Monitoring

　　A concerned parent hired a hacker to assess their teenager’s Facebook activity to ensure their safety. With the teenager’s permission, the hacker identified suspicious contacts and strengthened privacy settings.

　　Personal Account Recovery

　　An individual who lost access to their Facebook account after a phishing attack worked with a Cyberspac3 hacker to regain control within hours, preventing further misuse.

　　In a world where social media accounts play a pivotal role in communication, identity, and business, losing access to an account can be both frustrating and harmful. Hiring an ethical hacker is a reliable solution to recover Facebook accounts ethically and efficiently.

　　With its team of certified professionals, commitment to ethics, and secure processes, Cyberspac3 is the premier platform for hiring hackers to address sensitive account-related challenges.