How to Build Accelerating Growth Loops That Compound

Zain Abiddin: How to build accelerating growth loops. What if every time a customer uses your product, they help you acquire your next customer? What if every time someone created something, completed a transaction, shared a result, or collaborated with someone else, that activity created another opportunity for growth? That's where that's what we're exploring today. Welcome to GrowthPad I'm Zain Abiddin And this lesson is about how to build accelerating growth loops. Most companies approach growth by asking, how do we get more customers? They run advertising campaigns, they publish content, they hire salespeople, they build acquisition funnels. And there's nothing inherently wrong with any of that. But there's a fundamental limitation. When you stop putting resources into the acquisition machine, growth often slows down. The most interesting products work differently. They turn customer activity into the next input for growth. In this lesson, I'll teach you how to identify those opportunities, design a growth loop around your product, measure its performance, and improve over time. We'll study examples from Canva, Shopify, OpenAI, Anthropic, and Higgsfield. And by the end, you'll have a framework for designing. A real growth loop for your own business. Let's get into it. So, before we get started, a little context on why I care so much about this topic. I've spent more than a decade working across product subscription and growth. And my experience spans startups and global companies, including Shopify, Coursera, Emirates, Four Seasons. I also led subscription growth initiatives at Canva working across areas like pricing, packaging, payments, retention, and international growth. And I've advised companies like Jotform on subscriptions growth. And one of the most important lessons I've learned is that sustainable growth isn't some simply about finding acquisition channels. It's about designing systems where the product, the customer experience, and the business model reinforces one another. At growth, I'm taking those lessons in building tools, frameworks, educational resources to help subscription businesses develop stronger growth systems. And today, I want to give you one of those frameworks. It's something you can apply, whether you're a solo founder, a product manager, a growth leader, or someone building an entirely new business. So, this lesson is part of a broader framework I teach called MOAT. MOAT is a way of thinking about building businesses that remain defensible and valuable in an increasingly competitive AI-driven environment. There are four components. So stands for market signals, it helps you identify and validate genuine demand. O for own distribution. It helps you build reliable access to your audience instead of depending entirely on platforms and pay channels. A stands for accelerating loops, and this is where we create growth systems that regenerate their own inputs. And T stands for tribal knowledge. This is about building collective knowledge, customer understanding, and other accumulated advantages that strengthen with use. These components reinforce each other. You need to know that people want what you're building. You need a reliable way to reach them. You want their activity to generate further growth. And ideally, every cycle should improve your own understanding of your customers and your product. Today we're going to focus specifically on A, accelerating loops. This is where product design meets growth strategy. So Let's start with the distinction between a funnel and a loop. A traditional funnel has a beginning and an end. You acquire visitors, convert some into signups, activate some of those signups, and eventually convert a smaller percentage into paying customers. It can be very effective, but the funnel itself doesn't necessarily create new visitors. You often need to keep feeding it with advertising, content, outbound sales, and other acquisition activities. A growth loop works differently. Instead of ending at conversion, an action inside the system helps generate another opportunity for someone to enter. A customer might create something that another person sees, they might invite a colleague, they might publish a result that attracts another prospective customer. And when that next person uses the product, the process has an opportunity to repeat. And here's the important distinction: a loop. Doesn't eliminate the need for acquisition. It creates additional sources of acquisition or engagement through the activity already happening within your product. And a loop only becomes truly powerful when that recurring activity produces meaningful value. So here's a simple test I want you to ask about your own business. If all your advertising stopped tomorrow, you stop publishing new marketing campaigns, would your business continue to attract customers. Maybe existing customers would continue using it. Maybe some would recommend it to friends. Maybe you know would would the product and you the main thing to understand is but would the product itself generate new opportunities for growth? But would the product itself generate new opportunities for growth? If the answer is no, your growth may be heavily dependent on external acquisition inputs. That's not automatically a bad business. Some businesses, some companies build excellent, profitable businesses using paid acquisitions or sales, but it does not create dependency. An accelerating growth loop is one of those ways to reduce that dependency by making the product's ordinary usage. Contribute to growth. So our challenge is to find a valuable customer action that naturally creates the next opportunity. So before we get into the framework, I want you to choose one business or product. It could be a product you're building, a subscription service you're managing, or an idea you're exploring. Don't choose five different ideas, just choose one. And for the rest of the lesson, we're going to use that product to design a growth loop. At the simplest level, we're going to look at four things. First, an action, something a customer does. Second, an output, something that action creates. Third, an audience, something or someone else who might benefit from or become interested in that output. And fourth, a return path, a reason for that person to engage with the product and potentially repeat the action. You don't need to have the answers yet, just keep your chosen business in mind. And if you're still listening rather than watching, you can do every exercise using notes, app, or a piece of paper. I've simplified the process into four-part framework called a loop. So L for locate, O for output, O for open, and P for pull. So locate the value action, output something that's transferable, open a path to another participant, and pull value back into the system. And here's the idea in plain English: find the moment your customer gets value. Make it possible for that moment to produce something another person can encounter and give that other person a reason to engage and make it easy for them to experience the value themselves. When that person can repeat the process, you have the beginning of a growth loop. Notice that this isn't about adding a referral pop-up at the end of every interaction. We're trying to make the growth mechanism part of the product's value proposition. So let's break it down. So step one is locate. What's the actual moment when your customer receives meaningful value? Not when they create an account, not when they open the app, not necessarily when they pay. I'm talking about the moment they experience benefit that they came for. In Canva, that might be successfully creating a design they can use. For a project management tool, it can be completing a project with a team. For an analytics product, it might be discovering The insight that changes a business decision. For a learning platform, it might be applying a new skill successfully. The distinction matters because the growth loop built around meaningful meaningless engagement tends to be fragile. So you can incentivize clicks, invites, and share. But if your customers don't find the underlying experience valuable, you're simply accelerating low quality activity. So start by locating a genuine customer value. So here's the fine first exercise. So complete the sentence. The moment our customer gets meaningful value is when they so try to finish that sentence with a specific observable action. For example, the moment our customer gets meaningful value is when they publish their first useful dashboard. The moment our customer gets meaningful value is when they collaborate with a teammate to finish a design. Or The moment our customer gets meaningful value is when they successfully automate a repetitive task. Notice what these statements have in common. They're observable. You can tell whether someone completed the action. And ideally, you can measure it. So take a moment to write down your answer. If your answer is simply when they sign up, challenge yourself. What happens after the sign up that makes a product worth using? That's probably closer to your value action. Now that we've located the value action, let's move on to the first O, output. What does the customer create or produce when they experience value? Think about a financial reporting tool. A user inputs their financial data, analyzes performance, and generates a report. That report is useful to the original customer, but it's also potentially valuable to their manager, accountant, co-founder, or investors. And that's interesting because the value created inside the product can now travel outside the original user experience. The report becomes what I call a transferable artifact. It carries value, context, or information from one participant to another. That transfer creates opportunity for discovery. And if the recipient wants to create, modify, explore a similar report, they may be, there may be a natural path into a product. And that's beginning of a loop. And there are there are many kinds of transferable artifacts. It could be a design, a report, an invitation, a result, a template, a data set, a public profile. Even a transaction can create opportunities for another participant to engage. So let's make this practical. An invoicing product creates invoices that customers send to clients. A design product creates designs that customers share with colleagues. An analytics product generates reports that get forwarded to decision makers. A scheduling product creates booking invitations. An AI product might create images, interactive tools or templates that people want to share or recreate. The opportunity isn't necessarily the artifact itself. It's the interaction that happens around it. So ask yourself, what already leaves my product? What do customers download, forward? publish, embed, or share. And that output can become a natural introduction to the product for someone else. You don't always need to invent a new growth feature. Sometimes the foundation of a loop is already sitting inside your customer's workflow. So the second O is open. We've identified a value action and something transferable. Now we need to ask two questions. Who naturally encounters that output? And why do they care? Let's return to our analytics example. So imagine a marketing manager generates a weekly performance report and sends it to the CEO. The CEO opens the report, that's exposure. Why is a CEO interested? Because the report contains information relevant to the decision they're making. And that's the connection. The output isn't reaching some random audience, it's reaching someone who who has a reason to consume it. The same applies to collaborative products, right? When you invite someone into a project, that person already has context. They don't need a cold marketing pitch. They have a reason to participate. And this is why relevant exposure matters much more than raw outreach. The thous a thousand impressions from people who don't care may be less useful than ten highly relevant recipients. Now, now comes the final part of the loop, pull, right? So getting someone to see an artifact isn't enough. What happens next? So if someone receives a report, can they interact with it? If they receive an invitation, can they participate? If they discover a template, can they make their own version? If they see an AI generated creation, can they recreate it or adapt it? The recipient needs a reason and a path. To experience the value. And that path needs to be reasonably easy. For example, if I receive collaborative designs, I might be able to view it immediately. If I want to contribute, I can enter the editor. Now I'm participating in the product rather than merely seeing its output. If if if I eventually create and share a design of my own, the loop has an opportunity to repeat. And this is this is what this is what separates visibility from an actual growth mechanism. Exposure is a step, activation is what brings value back into the system. So let's put the entire process together. A complete growth loop can have five stages. A customer performs a valuable action, the action produces an output, the output reaches someone else. That person enters the product and experiences the value. And eventually that new participant performs a similar value action that can generate an output. Then the cycle repeats. And here's an important test. If your new participant needs to be manually acquired by your marketing team, the props the process isn't a self-generating growth loop yet. And if the process produces shares. but no meaningful engagement. You may have distribution without activation. The strongest loops connect these stages so naturally that the growth mechanism feels like part of using the product, not an advertising, not an advertisement attached to it. Now let's translate the framework into one sentence. Complete this statement. When a customer blank, they create blank, which reaches blank and causes blank. Let me demonstrate. So for a collaborative design tool, when a customer creates and shares a design, they create a collaborative artifact which reaches their teammates and encourages those teammates to participate. For an analytics product, When a customer builds a performance dashboard, they create a shareable report which reaches other decision makers and encourages those people to explore the data. For a learning product, when a customer completes a practical project, they create a useful example, which reaches other learners and inspires some of them to create their own. These are hypotheses and not guaranteed outcomes. The next step is to test whether recipients actually engage and repeat the activity. And take a moment to write your own version. Don't worry about whether it's perfect. We're going to strengthen it as we work through the examples. So let's look at Canva. So one of the one of Canva's important product behavior is its ability to create something and share it with someone else. Imagine someone Creating a presentation, they use Canva because they need to communicate an idea. Once they've created the presentation, they might share it with a colleague. That colleague can view the design, comment on it, or collaborate depending on the permissions they've given. Now the second person has a reason to engage with Canva. And they may eventually create and share their own design. The potential loop is Create, share, collaborate, introduce another creator into the product. What's interesting is that the initial customer isn't necessarily trying to market Canva. They're trying to get the work done. Sharing is a natural part of accomplishing that goal. That product utility creates an opportunity for growth. And this isn't a claim that every shared design becomes a new customer or that collaboration is Canva's only growth mechanism. It's an example of how. Useful product workflow can expose new participants to the product. The lesson from Canva is that some of the strongest growth loops look like product utility before they look like marketing. Think about that. The user wants to complete a job, they need feedback or collaboration. So they invite someone else, and that invitation creates product exposure as a consequence of the work. And compare that with a generic referral prompt, right? Invite five friends and earn a reward. That can sometimes work, but it's disconnected from underlying re underlying reason that the customer uses the product. So the more natural approach is to ask how can the customer accomplish their goal more effectively by involving another participant? When a participation increases the product's value, sharing doesn't need to feel like an additional marketing task. It's part of the experience. And that's a design principle I want you to remember. Let's look at a different type of loop. So, Shopify illustrates an ecosystem or a marketplace loop. So, as more merchants use the commerce platform, the platform can become more attractive to developers, technology partners, agencies, and service providers. Why? Because there's a large market of potential customers for their for their products and services. Developers may build apps, agencies may offer services. Technology providers might build integration. These offerings can improve the experience for the merchant by helping them solve speci specialized problems. And a stronger ecosystem can make the platform more attractive to additional merchants. So the potential loop is more merchants create more partner opportunities, more partner participation creates additional apps and services. Those offerings improve the merchant outcomes and that improved value. Proposition can attract more merchants. Unlike Canva's collaboration example, this is primarily a platform ecosystem loop. It involves multiple groups of participants, and the value created by one group can increase the value available to another. the most important lesson from Shopify is incentive alignment. A merchant wants to build a successful business, a developer wants customers for an app, an agency wants clients, a technology partner wants distribution, and Shopify benefits when the overall platform becomes more useful and attractive. These groups aren't necessarily participating because they're motivated to grow Shopify. They're pursuing their own interests, but when the system is designed well, their activities can strengthen the ecosystem. That doesn't mean growth is automatic. So poor quality apps, too much complexity, weak discovery, or misaligned incentives can undermine the experience. The platform has to maintain quality and create real value. So here's a question worth asking. So could your business connect different groups whose participation makes the product more useful for everyone else? If so, you may have a foundation of an ecosystem loop. Now let's move on to AI products. So consider what happens when someone uses Chat GPT or another generative AI tool to create something useful. They might create an image, a document, a prompt, a prototype, a workflow. And sometimes they share that output with another person. The person sees the result and becomes curious. How do they create that? Can I make something similar? Can I adopt this for my own use? They may then visit the product and create their own output. If they share What they've created, the discovery process can happen again. So the illustrative loop is generate, share, inspire recreation, generate another output. And the important qualification is that not every output is shared and not every recipient becomes a user. A shareable output only contributes to a meaningful loop when it creates measurable downstream engagement. But when the design opportunity is clear, the product's output can also serve as a demonstration of the product's capability. Instead of describing what the tool does, the user shows what they made, what they made it with. Anthropics Claude offers another interesting example through artifacts. An artifact might be a small application, an interactive visualization, a document, or a reusable creation. A user creates something useful depending on the available sharing and publishing functionality, they can they can share that creation with another with other people. Those recipients can discover the result and potentially make their own version or build an idea. So the looper examining is Create an artifact, publish it or share it, enable discovery, encourage adoption, and create another artifact. Notice what's different here. The output doesn't just demonstrate the tool, it can become a starting point for someone else's creative work. A useful creation can create demand for another creation. And the more people making interesting things, the more examples other people have to learn from. The opportunity is to turn completed customer work into a useful inspiration, reusable inputs for other customers. And that's a particularly interesting pattern for software that helps people create. Higgsfield provides a more explicit example of creation and recreation. Imagine a creator generating a compelling video or visual. They publish their creation as a shot or share an open project. Another creator discovers it. Instead of just admiring the final output, they may be able to explore how it was produced, including the models, settings, prompts, the original creator who choose to share. They can then try recreating or adapting the work. And that new creation can be published for others to discover. The potential loop is create, publish, discover, recreate, publish again. And what's interesting here is the relationship between inspiration and action. The content isn't just something people consume, it can become a practical starting point for creation. That reduces the distance between seeing something inspiring and producing something yourself. And when the new output becomes discoverable, the process has another opportunity to repeat. We've seen several different ways to ways growth loops can work. Let's organize them into five patterns. First, collaboration loops. One person needs another person's involvement to get more value from the product. Second is artifact loops. A customer creates something useful that travels outside the product and introduces others to it. And third is marketplace loops. Participation on one side increases the value available to another side. Fourth, creator loops. People publish content or projects that inspire others to create. And fifth, data and learning loops. Activity generates data, feedback that can improve the product's usefulness, which can encourage further adoption or usage. There's an important distinction distinction between with the last pattern. A data loop doesn't automatically acquire new customers. It becomes a growth loop when the improvement it creates helps helps our tract, activate, retain participants, and increases future valuable activity. Now think about the business you just selected earlier. Which of these five patterns is most natural fit? Don't just Choose the trendiest, choose the one that aligns with how your customers already get valued. once you've designed a loop, how do you make it more productive? I want you to think about five accelerators. Number one, frequency. How often does the customer perform value action? Number two, output rate. How many transferable output does each action produce? Number three, relevant exposure. How many qualified people encounter each output? Number four, activation. What percentage of those people become valuable participants? And number five, cycle time. How long does it take for the next participant to complete the process and potentially create another output? These variables give you specific ways to improve a loop. For example, you could increase the frequency of the value action, you can make the resulting output easier to share, you could improve the relevance of its audience, you could reduce the friction for the recipient, or you could help the new per participant reach value faster. The important thing is that you don't have to improve everything simultaneously. You need to understand which part of the loop is limiting performance. let's so let's make the concept measurable. A useful simplified model is loop yield equals value action multiplied by output rate multiplied by relevant exposure multiplied by activation rate. Let's walk through an example. So imagine you have 100 valuable customer actions in a given period. Each action produces one transferable artifact. Each artifact is seen by four relevant recipients, and 5% of those recipients activate. 100 actions times one artifact times four relevant exposure times 5% activation. That produces an expected 20 new activated participants. And here's the critical question: how many of those participants eventually complete the value action and produces another transferable output? Because that's what determines whether the process meaningfully regenerates. We also need to consider cycle time. So if the loop produces valuable new participant, it matters what whether this next cycle takes one day, one week, or six months. This simplified equation is a way to diagnose productivity per set of starting action. It's not a guarantee of exponential growth. For compounding growth, you need You need repeat behavior, retention, and sufficiently strong reproduction from one cycle to the next. And that's what we'll measure next. So let's diagnose your own growth growth loop. Think about the different transitions. Does the customer consistently perform the value action? Does the action reliably produce an artifact? Does the artifact reach another person? Does that person engage with it? And Does the recipient eventually activate and potentially repeat the process? Score each transition from one to five. One means the transition is weak or rarely happens. Five means the transition is reliable and supported by evidence. For example, you might have a fantastic report generation experience. Customer generates reports frequently, but then few share them. That could make the sharing the bottleneck, or perhaps You know, perhaps report gets forwarded extensively, but recipients never engage. In that case, you have an activation problem. The scoring exercise isn't a substitute for analytics. It's a way to make your assumptions visible. If you don't have data yet, label your scores as estimates and identify what evidence you need. Here's a principle I want you to remember. So don't optimize the entire loop at once, right? The strength strengthen the weakest edge. Imagine a pipe carrying water, right? Making one section wider doesn't help much when another section is severely restricted. growth loops have similar constraints. If a thousand people see your shared reports, but almost no one activates. Increasing the number of impressions may have limited value. You should first understand why the recipients aren't activating. Maybe the report lacks context. Maybe the call to action is unclear. Maybe the recipient has to sign up before seeing anything useful, or maybe the recipient simply isn't the right audience. You need to identify the constraint and test a specific improvement. So one caveat is the lowest scoring transition isn't always the highest. impact opportunity. Consider how much transition can realistically improve and what its improvement would do to a total loop performance. Focus on the bottleneck that creates the biggest practical opportunity. Let's talk about measurement. So if you can't observe what happened at every transition, you won't know whether the loop is working. At a minimum, I want you to track five events. First is the value action completed. Second is the artifact that's created. Third is artifact shared. Fourth is recipient viewed. Fifth is recipient activated. So here's an example. A customer creates a report, right? We log that report was created. They share the report. We log the share. The recipient opens the link. We log the view. And if the recipient takes the action that defines meaningful product activation, we log that too. Ideally, we connect. These events using identifiers for artifacts, the original customer and the recipient. And that lets us understand the journey rather than looking at isolated metrics. We can calculate the share rate, view rate, activation rate, and the percentage of activated recipients who eventually repeat the value actions. Now we can run the experiments, we form a hypothesis, we make a change, we measure the impact, and we decide whether to keep it, remove it, or try something new. And that's how An attractive growth loop diagram becomes an operating system for experimentation. So here's a question that may many teams fail to ask. Are the customers acquired through this loop actually good customers? It's possible to create a loop that generates a large number of signups, but very little lasting value. For example, someone might sign up to view a shared document and never return. That doesn't necessarily mean the loop is useless. But it means we shouldn't confuse acquisition volume and durable growth. So compare loop acquired users with users acquired from other channels. Do they activate at a similar or higher rate? Do they retain? Do they pay when relevant? Do they create additional artifacts? Do they bring more participants in the system? I would also look at these customers in cohorts based on when they joined. That helps distinguish genuine improvement from changes in. the age or composition of the user base. The strongest evidence isn't the loop generates users. It's that the loop generates valuable participants who contribute to the future growth. So, you don't need a gigantic growth organization to start working on these ideas. You need a way to observe customer behavior, collect feedback, run experiments. Your toolkit can be surprisingly simple. So, product analytics help you understand the events, the transitions, experiments help you test which changes can cause improvements. Qualitative research helps you understand why people behave the way they do. A data warehouse can connect product acquisition and revenue data when your business becomes more complex. And AI can help you generate hypotheses, analyze patterns, draft experiments, specifications, and identify questions you haven't considered. But remember something AI can help reason about a system. It can't magically validate a growth loop using data you haven't collected. The quality of your conclusions depends on the evidence you provide. So start with a clear hypothesis, track the behavior, and improve the system based on what actually happening. So here's a practical way to use AI to improve your thinking. So take a loop statement you wrote earlier and give it to your AI assistant. Explain the product, the target customer, and the value action. Describe the output created, who encountered it, and what you expected that person to do next. So then ask, pressure test this growth loop. Identify the weakest transition, the assumption that having been validated, the events I should track, and three experiments I could run to improve the loop. And I would add one more instruction. So separate what is supported by evidence from what is only a hypothesis. And that's essential because you don't want an AI tool confidentially confidently telling you that a loop will work simply because the diagram looks compelling. You wanted to challenge your assumptions. Once you have three potential experiments, rank them by expected impact, confidence, and effort. And then just choose. So let's finish with three practical tactics. So the first is to reduce friction between the moment someone receives value and the moment they can share that value. Think about a customer who just created an excellent report. They're pleased with the result. Now imagine. That sharing requires downloading the report, uploading it somewhere else, changing permissions and manually writing an explanation. Each step creates friction. So, what if sharing was a natural part of the workflow? A clear link, an easy invitation, a useful export, appropriate permissions already explained, or a simple way to embed the output somewhere else. The principle is to make sharing convenient at the moment it's relevant. But don't turn every valuable interaction into an aggressive sharing request. The goal is to help users accomplish the task, not interrupt them with marketing. The second tactic is to make the recipient first experience immediately useful. So imagine someone receives a link to a report, you click it, and before you can understand what's shared, the product asks you to create an account, verify email, complete onboarding, enter the company information. That's a lot of friction before any value. Now imagine an alternative. You open the link, you immediately see the relevant report, you understand why it matters. And when you interact with it, you're given a clear path forward. The second experience is often more compelling. The recipient understands the value before being asked to make a significant commitment. Of course, you still need to protect sensitive information and respect access permissions. So not every shared artifact should be public. The goal is to deliver as much legitimate value as possible with. as little unnecessary friction as possible. The third tactic is to make valuable behavior happen more frequently and reduce the time between cycles. So suppose a customer creates one shareable report every quarter. That gives you a product four opportunities per year reach additional participants through the workflow. So now imagine customers have a real need for weekly reports. So if your product can make the weekly workflow valuable and easy, you may need to you may Create many more natural opportunities for sharing. The distinction is important. Don't manufacture meaningless activity just to improve the metric. Instead, find legitimate reasons for customers to receive value more frequently. You can also reduce the time it takes a new participant to reach the first value action. So better onboarding, a useful starting template, an easier workflow, or A clear next step after someone receives an artifact. Shorter cycle times can increase the pace at which a productive loop operates, but the underlying action still needs to be meaningful. Now, so now we're at a point where I want you to bring everything together. So remember the A in MOAT stands for accelerating loops. Here's the final exercise: complete three statements. First, every blank creates more blank. For Canva's illustrative collaboration loop, that could be every shared design. creates more opportunities for people to collaborate and create. Second, my weakest edge is blank. So maybe your customers create valuable outputs, but they don't share them. Maybe your outputs reach people but they don't actually activate. Or maybe a new participant activates but then they never create another output. Third, my next experiment is blank. Make that, make specific, not improve growth, not get more users, a real experiment. Something like we will test whether making reports easier to share increases the percentage of reports viewed by relevant recipients. Or it could be, we will test whether allowing recipients to preview a complete artifact before signing up improves activation. You now have a growth loop hypothesis, a potential bottleneck, and a concrete way to test it. And that's much better starting point than simply saying you want the product to go viral. Let's bring this home. The most important idea from today's lesson is simple. Don't ask how you can acquire more customers. Ask how the value for your customers already create can generate the next opportunity for. Locate the value action, output something transferable, open a path to another participant, and pull the value back into the system. That's loop. And remember the distinction between activity and compounding. A product can get a lot of attention without generating durable growth. A loop becomes strategically valuable when it repeatedly creates meaningful. Participants retains them and helps generate further activity. Your assignment is to ship one growth loop experiment this week. It doesn't need to be a massive product launch. It could be a better sharing flow, a more useful artifact, a smoother recipient experience, or simply the instrument needed to understand whether your existing sharing behavior creates new customers. If you'd like to work through the full remote framework, connect with me on LinkedIn. You can find me by searching for Zain Abiddin or by visiting LinkedIn.com slash in slash Zain Abiddin and send me a message with the word moat m-o-a-t. I'll point you towards a playbook and a worksheet. And I'd genuinely love to hear what you're building and what growth loops you're identified and where you're getting stuck. I'm Zain Abiddin and this is growth. Build What Grows. Thanks for listening, and I'll see you at the next lesson.