Editor's note. This is an edited English adaptation of Nenad Ivanovic's Serbian-language conversation with Vladimir Kovač on DigiTalk. It is not a literal or complete English transcript. Reported outcomes are attributed to the interview unless linked to separate evidence.
The website is not a brochure. It is part of the product.
The clearest idea in the interview arrives before the formal introduction: stop viewing the website only as a place that informs visitors. For a digital platform, the website should participate in the product—helping people discover value, complete useful actions, and move into the system.
That reframes Growth Product Marketing. It is not a campaign discipline sitting beside product development. It is the operating layer where positioning, user experience, technology, acquisition economics, and measurable product behavior meet.
The practical test is simple: if the website disappeared tomorrow, would the business lose only a communications channel, or would it lose part of the way the product creates and captures value?
Growth Product Marketing joins disciplines around an outcome
Ivanovic breaks the term into three parts. Marketing brings a product or service to a market. Product defines the mechanism through which value is delivered. Growth creates a measurable expectation for the result.
His background makes that combination practical rather than theoretical. UX and product design provide the customer model. Work with backend engineers and software architects reveals what the experience requires underneath. Analytics then shows whether the system changed behavior.
Growth is not a layer added after the product. It is a product problem with a number attached.
The interview also rejects the fantasy inside the phrase “growth hacking.” A visible breakthrough may look sudden, but it normally rests on a backlog of failed tests, accumulated technical understanding, and repeated learning. Reading helps; operating the system is where the knowledge becomes real.
Compounding channels change the economics of growth
Paid acquisition and organic acquisition solve different timing problems. Paid media can produce demand quickly. Organic systems take longer, but useful pages, internal links, community contributions, and earned reputation can continue working after the initial investment.
In the interview, Ivanovic says Nursa's acquisition cost was trending toward zero as more users arrived through the organic system. That is an interview claim, not an independent benchmark, but the underlying operating principle is widely useful: a compounding channel improves the economics of every future customer it helps acquire.
Paid media still has a role. Ivanovic describes using it selectively for retargeting people who have already shown intent through organic discovery. The channel mix begins with observed behavior rather than a fixed ideological choice.
The migration paradox: move faster without erasing what already works
Teams often reach for a redesign when the real problem is operating speed. The danger is that a mature website contains more than visible layouts. It carries URL history, rankings, links, content relationships, audience expectations, and years of accumulated search equity.
The Nursa migration from WordPress to Webflow is useful because Ivanovic does not present the platform as magic. Webflow made prototyping and publishing faster for a product leader with design expertise. The reported 10× overall organic growth and 35× growth in a revenue-linked area are credited to the team and operating model—not to a platform switch alone.
That distinction prevents the story from becoming a tool endorsement. The strategic sequence is: identify the bottleneck, preserve existing value, improve iteration speed, and measure the business outcome. Choose the platform only after that logic is clear.
Readers looking for the broader evidence record can continue to the separateNursa marketplace growth case study.
AI changes discovery. It does not remove the need for evidence.
By the final chapter, the conversation moves from classic SEO toward AI-mediated discovery. Search engines and answer systems increasingly summarize information before a person visits a source. That can reduce clicks even when the source helped produce the answer.
Ivanovic's response is not “publish more.” It is closer to “make the evidence harder to replace.” In the interview, he describes a Nursa community area that reportedly grew 50× after technical work and renewed focus on authentic user-generated content. Again, the figure is attributed to the conversation; the transferable point is that direct experience becomes more valuable when generic explanation becomes abundant.
Useful content, accessible technical structure, named expertise, real community contributions, and clear source relationships are not relics of pre-AI SEO. They are the material from which search engines and answer systems decide what to trust.
There is also an important concession: SEO is not the correct strategy for every business. The right channel is the one that reaches the actual buyer. In one consulting example from the interview, fax outreach could outperform SEO because the target customers were municipalities that still used fax machines.
An operating system for growth teams
The interview closes with three principles that turn the philosophy into daily work.
1. Name the one valuable number.
Ask which meaningful number the team can influence today, how it is measured, and whether it moved.
2. Treat failure as operating data.
A successful growth mechanism is normally found through many tests that did not work. Speed matters because it shortens the learning cycle—not because it removes uncertainty.
3. Align specialists like a fist.
Design, content, SEO, engineering, analytics, and leadership create limited force when each optimizes independently. The largest outcomes appear when those capabilities converge on one priority.
That is the larger meaning of Growth Product Marketing. It is not a title or a bag of acquisition tactics. It is a way to organize a digital business around product value, measurable learning, and coordinated execution.
The website is where much of that system becomes visible. When it is treated as product infrastructure, it can connect strategy to behavior, behavior to evidence, and evidence to the next decision.
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