In the contemporary business landscape, Growth Hacking (GH) has emerged as a pivotal strategy for companies aiming at rapid expansion and sustained success. GH integrates innovative approaches, including big data analytics, rapid experimentation, and continuous learning, to reshape traditional paradigms of company development. Its essence lies in data-driven decision-making, iterative innovation, and rapid prototype design to meet customer needs throughout the entire customer journey. While existing literature has explored the overarching principles and benefits of GH, there remains a notable research gap concerning the nuanced processes through which knowledge is managed between customers or users and companies within the GH framework. This study aims to address this gap by providing new insights into how companies strategically harness knowledge gained from user interactions and data to drive GH initiatives. Employing an inductive qualitative research design, this study conducts in-depth interviews with key stakeholders, including CEOs, managers, and consultants, from companies actively employing GH strategies. The research contributes to the academic literature on GH by offering a comprehensive understanding of the processes involved in knowledge management within GH implementation. By delving into the intricacies of customer-company interaction, this study adds depth to the theoretical foundations of GH as a strategic and innovative approach. The insights gleaned from this research offer actionable guidance for companies, managers, and entrepreneurs seeking to optimize their GH endeavours. Moreover, the study’s findings serve as a basis for further academic exploration and refinement of GH theories and strategies, ultimately fostering continuous improvement and innovation in the field of growth hacking.