In the field of product analytics, there’s no shortage of smart, innovative people to learn from. One of the best aspects of being a part of the analytics community is engaging with new ideas, rediscovering foundational beliefs and being inspired by the thinking of the people around you.

It comes as no surprise, then, that there are some great analytics quotes out there, from VCs and founders, from growth guys to product people, all thinking about pushing to make analytics even better.

Whether you’re looking for a refresh from some of the best in the business or you want to find some wisdom to fire up your team, we’ve compiled 70 of the best analytics quotes around.

Analytics quotes from growth wizards

Growth — everyone wants it and almost nobody seems to be quite sure how to get it. Startups, small wins, and best practices for data and metrics are just some of the things that the growth wizards below have mastered. And, unlike those half-baked growth bloggers and fast talkers you end up next to at conferences, they actually know what they’re talking about.

“Different verticals need different terminal retention rates for them to have successful businesses. If you’re on ecommerce and you’re retaining on a monthly active basis, like 20 to 30% of your users, you’re going to do very well. If you’re on social media, and the first batch of people signing up to your product are not like, 80% retained, you’re not going to have a massive social media site. […] What you need to do is have the tools to think, ‘who out there is comparable’ and how you can look at it and say, ‘am I anywhere close to what real success looks like in this vertical?’”

Alex Shultz, VP of Growth for Facebook, (Source)

“Tracking marketing is a cultural thing. Either tracking matters or it doesn’t. You’re in one camp or the other. Either you’re analytical and data-driven, or you go by what you think works. People who go by gut are wrong.

Stuart McDonald, CMO at Freshbooks, (Source)

“Time and money are your scarcest resources. You want to make sure you’re allocating them in highest-impact areas. Data reveals impact, and with data, you can bring more science to your decisions.”

Matt Trifiro, CMO at Heroku (Source)

“It’s important to leverage data the same way, whether it’s a strategic or tactical issue: Have a vision for what you are trying to do. Use data to validate and help you navigate that vision, and map it down into small enough pieces where you can begin to execute in a data-informed way. Don’t let shallow analysis of data that happens to be cheap/easy/fast to collect nudge you off-course in your entrepreneurial pursuits.”

Andrew Chen, Head of Rider Growth at Uber, (Source)

“Execution is so critical. Sometimes you just need to try something, see what works and move forward.”

Meenal Balar, Former Director of Emerging Market Growth at Facebook, VP of Marketing at Remind (Source)

“To turn the company around, my team built a framework around three growth levers: increasing retention, increasing ARPU, and increasing the total number of high-paying customers. The key was to work backwards through the funnel—focusing on retention and optimizing business from existing customers, and then approaching acquisition in a strategic and targeted way. With this framework, my team and I were able to sell a company we’d bought out of bankruptcy for $10 million.”

Drew Sanocki, CMO of Teamwork.com, (Source)

“When we initially started testing email subject lines, we defined the success criteria as driving an email open. This seemed to be the most straightforward since the Pinner reads the email subject line and the next action is to either open it or don’t. What we found, however, was that defining success with metrics that were further downstream (i.e. clicking on the content in the email) was more effective.”

John Egan, Growth Engineer at Pinterest (Source)

Don’t build metrics that aren’t going to be part of your day-to-day operations or don’t have potential to be incorporated as such. Building reports that no one looks at is just activity without accomplishment, and is a waste of time.”

Andrew Chen, Head of Rider Growth at Uber, (Source)

“Focusing on growth is like switching from simple to compound interest. While compounding is only an incremental improvement in the short run it leads to massive returns in the long run. For tech, small optimizations now (+0.5% conversion) can have a large magnitude effect later (+1 million users).”

Andy Johns, Head of User and Growth Team at Quora, (Source)

“If there’s one takeaway it’s just that it’s okay to do small wins. Small wins are good, they will compound. If you’re doing it right the end result will be massive.”

Kevin Li, Former Head of Yahoo Growth (Source)

“The most important thing we’ve done to improve our user onboarding was to define our activation metric and get serious about tracking the inputs to that metric. Agreeing on what a successfully “activated” account looked like, and understanding all the individual actions to get there, allowed us to take our new user onboarding to the next level. We formed a cross-functional team dedicated to increasing that metric. The team is able to clearly prioritize ideas and projects since we all agree what success looks like. That activation metric is paying huge dividends to our users and our company.”

Andrew Caplan, Wistia Growth Team Lead, (Source)

“There’s more objectivity in one customer sharing their passion and love for a product with another than there is in ads or promotion. It allows the company to spend less to achieve lasting growth.”

Julie Supan, CMO and leader of marketing teams for companies like YouTube, Airbnb, dropBox, Reddit, Nasty Gal, Tango, Google and more, (Source)

CEOs and Founders

The people that understand how analytics shape a business best are the people that live and breathe building businesses: CEOs and founders. They’ve seen it all, they’ve built it with data, and we’ve got their best analytics quotes, right here.

So if you’re looking for insight as to how you can better structure data within your business, or you’re trying to dig into the hearts and minds of your customers, there’s a nugget of wisdom for you.

“The problem is that some things can’t be measured [just by looking at numbers going up or down] like that. You can’t run a business today without data. But you also can’t let the numbers drive the car. No matter how big your company is or how far along you are, there’s an art to company-building that won’t fit in any spreadsheet.”

Chris Savage, CEO of Wistia, (Source)

“As you gain fresh insight from your data, it opens the door to new questions. As you have new questions, you need to update your instrumentation and analysis. Saying the process is “done” is saying you understand every thing there is to know about your users, product, and channels.”

Brian Balfour, Founder and CEO of Reforge, Former VP of Growth at Hubspot, (Source)

“Analytics software is uniquely leveraged. Most software can optimize existing processes, but analytics (done right) should generate insights that bring to life whole new initiatives. It should change what you do, not just how you do it.

Matin Movassate, Cofounder and CEO at Heap Analytics, (Source)

“If you pick the right metrics for success, you will be able to significantly improve the focus of the whole team and thus improve your business. Developing these metrics should be done first by making hypothesis about your business and validating / invalidating these hypothesis. From there you will have a good base understanding that will allow you to determine what metrics to focus on and how to define success for your business.”

Hiten Shah, Founder of Crazy Egg, KISSmetrics and Quick Sprout, (Source)

“The goal is to turn data into information, and information into insight.”

Carly Fiorina, Former CEO of HP, (Source)

You want everyone to be able to look at the data and make sense out of it. It should be a value everyone has at your company, especially people interfacing directly with customers. There shouldn’t be any silos where engineers translate the data before handing it over to sales or customer service. That wastes precious time.”

Ben Porterfield, Founder and VP of Engineering at Looker, (Source)

“We’ve tried to put passion and art and love and creativity ahead of revenue and valuation and buzz and traction, discovering that the latter can often follow the former.”

Eoghan McCabe, CEO and Co-Founder at Intercom, (Source)

“Of course hard numbers tell an important story; user stats and sales numbers will always be key metrics. But every day, your users are sharing a huge amount of qualitative data, too — and a lot of companies either don’t know how or forget to act on it.”

Stewart Butterfield, CEO and Founder of Slack, and previous co-founder of Flickr, (Source)

“We live in a time where data is all around us, and there’s a lot of great advice to show us how to make better use of data. However, I’ve found that in some cases this can be a huge waste of time, especially early on with your startup. Replace some of your current focus on quantitative data to qualitative data (for example, a number of face-to-face discussions with your customers).”

Leo Widrich, Co-Founder and COO at Buffer, (Source)

“The single most important thing we’ve done for onboarding is planning past the first session. Let’s say you have a SaaS application and know that new users who take actions X, Y, and Z end up being really successful.

It’s tempting to build a linear new user flow that encourages them to take these 3 actions then call it a day. But that’s just not how humans evaluate software – most of them will hardly complete one of the three actions in their first session. […]

Planning past the first session matches your funnel to your buyer’s decision making process. It means aligning your in-product experiences, email campaigns and sales/customer success outreach to reinforce the user’s success path.”

Jackson Noel, Cofounder of Appcues, (Source)

“If we have data, let’s look at data. If all we have are opinions, let’s go with mine.”

Jim Barksdale, former Netscape CEO, (Source)

The problem with Silicon Valley is when you build an app you are expected to make the app go viral and reach millions of people. This is the worst way to think about it — it’s much better to get 100 people to love you. There was no way we could get 1M people on Airbnb, but we could get 100 people to love us. This is when we decided to do things that wouldn’t scale. Getting 100 people to love you is hard — getting people to like you is much easier than getting people to love you.”

Brian Chesky, CEO and Founder of Airbnb, (Source)

“I learned a lesson from watching other companies who held onto things too long. If you look at the history of companies that have succeeded and the ones that have failed, there’s a pretty clear pattern that the ones that have succeeded typically morph every couple of years into something new. And that change is fairly uncomfortable.”

Kevin Systrom, CEO of Instagram, (Source)

“[For early-stage startups,] data is never there when you need it most. At best, data can help you make very small, incremental decisions. But if you’re a startup, you’re focused on big, broad swings — and data has no place in that. You don’t have enough users to draw any meaningful conclusions, and even if you did those users aren’t necessarily representative of your long term target audience. You’ve got data, sure. But not enough to make a genuine, data-driven decision, and pretending otherwise is a recipe for disaster.”

David Barrett, CEO of Expensify, (Source)

“[…] use analytics to make decisions. I always thought you needed a clear answer before you made a decision and the thing that he taught me was [that] you’ve got to use analytics directionally…and never worry whether they are 100% sure. Just try to get them to point you in the right direction.”

Mitch Lowe, Co-founder of Netflix, (Source)

“Your metrics influence each other. You need to monitor how. Don’t just measure which clicks generate orders. Back it up and break it down. Follow users from their very first point of contact with you to their behavior on your site and the actual transaction. You have to make the linkage all the way through.”

Lloyd Tabb, Founder, CTO at Looker, (Source)

VCs

Venture capitalists have a unique perspective on business and analytics, because they evaluate from an outside perspective. Often becoming a VC after years of experience in business, investing, banking, or founding, a VC’s future professional success depends on their ability to determine what will sink and what will swim.

Churn, metrics, growth, and conversions are just some of the things that we’ve got “on the record” from VCs.

Merely measuring something has an uncanny tendency to improve it. If you want to make your user numbers go up, put a big piece of paper on your wall and every day plot the number of users. You’ll be delighted when it goes up and disappointed when it goes down. Pretty soon you’ll start noticing what makes the number go up, and you’ll start to do more of that. Corollary: be careful what you measure.”

Paul Graham, Co-Fouder at Y Combinator, (Source)

“Your users are your guidepost. And the way you stay on the right path in the early stages of a startup is to build stuff and talk to users. And nothing else.”

Jessica Livingston, Co-Founder at Y combinator, (Source)

“For predictive analytics, we need an infrastructure that’s much more responsive to human-scale interactivity: What’s happening today that may influence what happens tomorrow? A lot of iteration needs to occur on a continual basis for the system to get smart, for the machine to “learn” — explore the data, visualize it, build a model, ask a question, an answer comes back, bring in other data, and repeat the process. The more real-time and granular we can get, the more responsive, and more competitive, we can be.

Peter Levine, VC and General Partner at Andreessen Horowitz, (Source)

You must constantly try to disrupt yourself. The most successful companies embrace cannibalization at the core. […]You need to innovate and be willing to threaten the core of your business in order to survive. Or you’ll die!”

Arjun Sethi, Partner at Social Capital, (Source)

“I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product.”

Bed Horowitz, CoFounder and General Partner at Andreessen Horowitz (Source)

“Don’t obsess over these sub metrics, but obsess over the key metrics that ties into your revenue growth. Everything can be measured, including engineering, PR, product and marketing. If you have your engineering team agree to measure the output of features quarter over quarter, you will get more features built. It’s just a fact. You have to measure every functional area. Measure them all and have everyone agree to the same growth goals to support your revenue, and magical things will happen.”

Jason Lemkin, Founder, investor at SaaStr Fund, (Source)

“If an Internet company could obsess about only one metric, it should be conversion. No other metric so holistically captures as many critical aspects of a web site – user design, usability, performance, convenience, ad effectiveness, net promoter score, customer satisfaction – all in a single measurement. Yet despite the remarkable power of this metric, it is alarming how few companies today truly understand conversion and how to optimize it. As such, it is time to pound the table again – conversion is by far the most powerful Internet metric of all.

Bill Gurley, VC General Partner at Benchmark, (Source)

Thought leaders

Thought leaders, especially in the tech world, are focused on the possibilities in front of us and push everyone to get smarter, faster, and stronger. From world class writers and researchers to data scientists that pioneer our methodological approaches, the analytics quotes from this group pretty much covers all the bases.

“What gets measured gets improved.”

Peter Drucker, “The Founder of Modern Management”, (Source)

“You don’t need to learn what customers say they want; you need to learn how customers behave and what they need. In other words, focus on their problem, not their suggested solution.”

Cindy Alvarez, Principal Design Researcher at Microsoft, Author, (Source)

“Data isn’t useful without the product context. Conversely, having only product context is not very useful without objective metrics…”

Jonathan Hsu, CFO and COO at AppNexus & Head of Data Science at Social Capital, (Source)

“If you do not know how to ask the right question, you know nothing”

W. Edwards Deming, American Engineer and Statistician, (Source)

Information is the oil of the 21st century, and analytics is the combustion engine. Pursuing this strategically will create an unprecedented amount of information of enormous variety and complexity. This is leading to a change in data management strategies known as big data. This creates what we call a Pattern-Based Strategy architecture. An architecture that seeks signals, models them for their impact, and then adapt to the business process of the organization.”

Peter Sondergaard, SVP, Gartner Research, (Source)

“Errors using inadequate data are much less than those using no data at all.”

Charles Babbage, Mathematician and first computer scientist to come up with the idea of the programmable computer, (Source)

“When you are dealing with a torrent of data, being able to construct different levels of aggregation is really important, because you want to make sure you’ve used your software intelligently with respect to that large amount of data, and bring to bear the contextual data you need to answer the question at the level of aggregation that you need to answer it.”

Michael O’Connell, Sr. Director of Analytics, TIBCO, (Source)

“If statistics are boring, you’ve got the wrong numbers”

Edward Tufte, Statistician, (Source)

“Data are just summaries of thousands of stories – tell a few of those stories to help make the data meaningful.”

Chip & Dan Heath, Authors of Made to Stick, Switch and professor of business, (Source)

“[A data-first strategy] is the quest to implement systems (usually massive) to collect data of all shapes and manner before all else. […]It is being hyper-conservative when it comes to creativity and experimentation because of quant-issues. It is represented by 90% of the data budget invested in Agencies and Consultants driving implementation and re-implementation and hyper-customization of the code. It is represented by the act of creating crazy data thresholds for any initiative to get off the ground. […]

Data is important. I believe it can help drive your business strategy smartly. But, a data-first strategy, defined as above, is nuts. It will only slow down your progress and allow your competitors to crush you like a bug (even if you are a top player in your market today!).”

Avinash Kaushik, entrepreneur, author and public speaker, (Source)

“Without a goal analytics is aimless and worthless. A target should go with every goal. A target is the value that defines success.”

Michael Porter, economist, researcher, author, advisor, speaker and teacher at Harvard Business School, (Source)

“This is my favorite part about analytics: Taking boring flat data and bringing it to life through visualization.”

John Tukey, mathematician, (Source)

“The more we know about how visitors are using content, and the more accurate that knowledge is, the better we can find out what sort of content works best for our target audience and adjust our strategy and posting schedules accordingly. Content may be king, but data is its queen.”

Jordan Louis, Web Analytics Officer for Canada.ca, (Source)

“You can have data without information, but you cannot have information without data.”

Daniel Keys Moran, computer programmer and science fiction writer, (Source)

“A screen full of analytics data looks like a secret code, and in a way it is. That data has a lot of information in it, and it’s impossible to make sense of it without the key. Put another way, data can give answers, but only if you ask the right questions.

Marli Mesibov, director of content strategy at the design and UX agency Mad*Pow, (Source)

“The key is to let computers do what they are good at, which is trawling these massive data sets for something that is mathematically odd, and that makes it easier for humans to do what they are good at — explain those anomalies.”

Daniel Gruhl, IBM researcher, (Source)

“Data is a precious thing and will last longer than the systems themselves.”

Sir Timothy John Berners-Lee, Computer Scientist, Inventor of World Wide Web, (Source)

One metric alone doesn’t tell you what’s happening with your site; as ever Analytics is about taking your data and outside influences (i.e. time of year) and building insights from all of it.”

Fiona Roddis, Project Support at Jump Digital Ltd, Editor at Web Analytics World, (Source)

“In a marketing analytics worldview, companies must have an accounting of and insight into all of their marketing programs in all of their channels, including web/browser, mobile apps, TV/video, social, paid media, field, print, outdoor and others. If your organization is still stuck in the web analytics mindset, it is time to reinvent your analytics practice, leveraging all of the available marketing analytics tools to make faster and better decisions and drive your business.”

Jeff Allen, Sr. Director of Product Marketing for Adobe Analytics, (Source)

“For every $20 you spend on web analytics tools, you should spend $80 on the brains to make sense of the data.”

Jeff Sauer, Digital Marketing Speaker, Professor & Google Analytics Consultant, (Source)

Product

Product is at the heart of analytics, but it can also be the source of great frustration. How do we understand our product with numbers, experiences, aggregate data? Nobody can answer this question perfectly, but these experts can give you a huge running start.

“As a publicly-traded company you have to do a lot of long-term planning with respect to revenue. You have to become more predictable for investors. And revenue is tied to products that have to ship to meet projections.”

Tom Conrad, CTO at Pandora, (Source)

“Data and A/B test are valuable allies, and they help us understand and grow and optimize, but they’re not a replacement for clear-headed, strong decision-making. Don’t become dependent on their allure. Sometimes, a little instinct goes a long way.”

Julie Zhuo, VP of Product Design at Facebook, (Source)

About 10 years ago, a video went viral on YouTube showing a toddler holding a paper magazine and trying to use it like an iPad, swiping and pinching to zoom, and it didn’t work so she just looked at it thinking, ‘It must be broken.’ It was obvious evidence of a new generation of digital natives. Today we’re witnessing a new revolution of data natives who expect their world to be ‘smart’ and seamlessly adapt to what they want.”

“A data native is someone who expects their world to not just be digital, but to be smart and to adjust immediately to their taste and habits. For example, a magazine should not only be digital and interactive — it should be personalized. It should tell you what you need to know based on your interests, location, preferences. The expectations have shifted.”

[…] Without big data analytics, companies are blind and deaf, wandering out onto the Web like deer on a freeway.”

Monica Rogati, Data Science Advisor, Former VP of Data at Jawbone, (Source)

The only thing that matters is getting to product/market fit. Product/market fit means being in a good market with a product that can satisfy that market. You can always feel when product/market fit isn’t happening. The customers aren’t quite getting value out of the product, word of mouth isn’t spreading, usage isn’t growing that fast, press reviews are kind of “blah”, the sales cycle takes too long, and lots of deals never close. And you can always feel product/market fit when it’s happening. The customers are buying the product just as fast as you can make it— or usage is growing just as fast as you can add more servers.”

Mark Andreessen, Cofounder and General Partner at Andreessen Horowitz, (Source)

“A big theme that I keep coming back to is, where is the love? It’s basically just finding out which users are passionate about the product. What is the use case on the product that those people have? Why do they actually love the product? And that gives you a good core of information to guide every part of your business. So messaging, you want to reflect that, but also, now that you know that, you want to make sure that you can really get a lot more people to that particular type of use case and that particular type of gratifying experience. So understanding user gratification is really critical in all of it.”

Sean Ellis, CEO and Founder at GrowthHackers.com, (Source)

“In my time as a product manager, I was constantly reminding myself to talk to customers more. It might have been to talk about existing features, something under development, or customer pain and processes for product research. It was easy in the beginning, because we knew most of the people using the tool as we worked on the initial version. Even as we got bigger, my feelings usually boiled down to these four words: talk to customers more. I think a critical skill, however, is learning how to talk to the right customers.

Daniel Wolchonok, Senior Manager of Growth and Analytics at HubSpot, (Source)

Don’t stop learning

If there’s anything that we can take as an overall message from our experts’ analytics quotes, it’s never stop learning, exploring, creating, and diving headfirst into improving your product and your company. There’s always a new angle to try and — luckily — there’s usually someone out there who has a bit of knowledge that can help you bring your novel ideas to life.