For DTC brands at $5–50MM

Fractional Head of Growth

I run growth, and build the measurement underneath it. Where the budget goes, what it returns, and which agency is earning its fee. Because I build the numbers rather than inherit them, the answer holds when someone pushes on it.

The warehouse, dashboards and reporting come with it, and you own all of it.

Schedule a conversation

Four questions most brands can’t answer.

Can you trust what your tools tell you?
3x
Attribution-style measurement missed advertising’s true effect threefold in half of fifteen randomized experiments.1
Is any of your spend doing nothing?
99.5%
of traffic credited to branded search ads arrived anyway when a large retailer switched them off.2
Are the customers you buy worth what you paid?
50%
of the long-term value, for customers acquired on a discount against those acquired without one.3
Are you losing them faster than you think?
1 in 3
subscription cancellations are a failed payment rather than a decision to leave.4

A dashboard reports its inputs. It does not question them. Every one of these sits in data a brand already owns.

  1. Gordon et al., Marketing Science 38(2), 2019.
  2. Blake, Nosko & Tadelis, Econometrica 83(1), 2015.
  3. Lewis, Journal of Marketing Research 43(2), 2006.
  4. Payment-network benchmarks, 2026.

Twenty years running growth, and building the measurement underneath.

Most recently I owned the digital P&L and the growth function at a $50MM better-for-you retail and subscription wine brand, directing $5MM+ in annual media while building the warehouse, the marketing-mix model and the incrementality program that told us which of it worked. Before that, a 30+ person growth and analytics organization at a multi-brand consumer portfolio, from five people through to a 6x valuation and acquisition.

The combination is the point. You can hire a growth lead who cannot build the measurement, or a data lead who cannot run growth. Both cost more than this.

Schedule a conversation