Toward the end of 2014, soon after I became chief product officer of Roblox, it became clear to me that 2015 should be a year of growth, similar to the year of revenue we had in 2013. Our annual growth in 2014 was a very respectable 30 percent (approximately) in players and revenue, but I, like others on the team, felt that we could do better.

Part of it, to be honest, was personal to us—we had seen other companies grow faster and felt that we should be in that same league. But more than that, we believed in Roblox and the headroom it surely had both in North America and internationally. Dave, our CEO, loved the idea, and in typical Dave fashion, he soon started peppering me with questions, metrics, product features, and timelines. Dave is so smart, creative, and energetic that it is sometimes more stressful to have a good idea than a bad one (good ones are always better, of course). We set a target of 100 percent annual growth by the end of 2015, a doubling in players and revenue.

I then worked directly with Dave and a small group of leaders across the team, both formal team leads and informal thought leaders. This cross-disciplinary growth team met throughout the fourth quarter of 2014 to brainstorm, evaluate ideas, and build a road map—roughly twenty-six releases across the entire product that involved virtually every team. We then met every two weeks throughout 2015 to steer the overall project.

After some false starts and a few personnel changes, we executed most of our road map, culminating in over 100 percent annual growth in 2015 and approximately 400 percent growth in 2016. There were other factors that contributed to this growth, including some external forces and work done in 2013 to financially incentivize creators. But our road map targeted growth through specific feature enhancements (mobile-friendly content sorts, mobile developer tools, faster game joins), and we saw the direct positive results of those product changes on our growth.

Looking back, my biggest accomplishment that year was not the initial push to name 2015 a year of growth. And it certainly wasn’t that I had all the growth ideas. I developed a few by talking directly with creators, but most came from all corners of our team. My biggest accomplishments were protecting macro flow and driving projects to completion across the entire team—staying focused, tracking progress, holding teams to account, removing friction and roadblocks, dynamically folding feedback into the plan, and reporting status to the entire company.

When I say in my book that high performance is defined by what you accomplish, not what you attempt, this is what I mean. We not only attempted a comprehensive road map but also delivered most of it. And we only moved on after achieving outsized success, believing that our resources would be better applied to our next strategic focus. The year 2015 was not just a year of growth; it was a year of macro flow—a great agile road map with the space to get stuff done.