■ Under-extraction of value is a long-term growth strategy

With Buffer, I’m trying to operate with what I’d call an “under-extraction” philosophy. Create real value for customers and lean into generosity in how we package it.

I love how Tobi Lütke from Shopify put it: "Your customers notice if you're going into value extraction." The way he describes his job is inspiring: "adding as many levers as possible to the room and then not pulling any of them."

This can also be thought of as Generosity, and I see ■ Generosity as a strategic differentiator.

Creating a culture and strategy of providing as much value for customers as possible, and ensuring a significant delta between value created and value extracted, is also a highly differentiated and defensible position to take.

Most businesses have real pressure to grow, either from their board, parent company, investors, or due to their own personal disposition. But ■ A growth focus typically leads to weak strategic decisions and ■ Focusing on growth can lead to short-term, unsustainable growth.

I want to put minimal energy into value extraction with Buffer. I believe that pouring our energy into how we can create the most value possible will mean that our results take care of themselves. The goal is to build real loyalty with customers and achieve genuinely sustainable long-term growth.