The first step is not jumping into tactics or strategy. It’s undertaking a complete diagnosis.

I work with teams to identify the constraints that are actually limiting growth right now. In practice, this usually falls into a few categories

Acquisition Quality: Traffic without intent, the wrong channels, or weak demand capture

Activation Friction: Users aren’t reaching value quickly or clearly

Conversion Clarity: The message, offer, or pathway doesn’t land effectively

Retention Leakage: Early churn, weak lifecycle, value not reinforced

Positioning Mismatch: The product is good, but the story isn’t

Measurement Noise: Decisions are being made without reliable signals

Until the constraints are clear, execution is just noise.

I don’t run growth as a list of tasks. I run it as a focused operating cycle tied to outcomes.

Once the constraint is clear and out in the open, I align the team around one or two primary metrics for the next 60–90 days.

That might mean:

• improving activation from X → Y

• increasing qualified sign-ups without increasing paid spend

• reducing early churn

• lifting conversion on a key landing page or pricing path

• growing organic pipeline for a specific segment

These are all just examples, but when the metrics are agreed upon, focus is created and priorities stop being political.

Full-funnel becomes real here. I don’t optimise channels in isolation.

SEO, content, socials, paid acquisition, lifecycle messaging, conversion flows, etc, only work when they’re designed as a completely connected system, with clear handoffs from awareness through retention and expansion.

This is where the architecture gets built.

Demand capture
SEO + content + paid + partnerships. Designed around intent, not volume.

Conversion path
Landing pages, proof, offers, and friction removal. So interest becomes action.

Activation
Onboarding and time-to-value. So users reach that “aha” moment quickly.

Retention + expansion
Lifecycle, segmentation, triggers, reactivation. So value compounds.

Measurement
Tracking, dashboards, and a cadence. So learning compounds and decisions are based on truth.

There is much more to it than this, but the overall goal is to find coherence and overarching strategic clarity that makes the most sense given the organizations current market position.

Not just directionless scale planning for its own sake.

This is where most marketing teams waste time. Execution should be prioritised by leverage, not by what’s easiest to ship.

I run a tight prioritisation process that asks:

• What moves the primary metric fastest

• What improves the system (not just the surface)

• What can the team realistically ship

• What reduces future complexity

In practice, that means starting with high-leverage work, such as:

• SEO/content consolidation (compounding impact)

• activation and onboarding fixes (fast conversion wins)

• lifecycle quick wins that improve retention and LTV without new spend

• tightening core funnel clarity (message, offer, pathway) to reduce friction everywhere

Execution is deliberate.

Experiments are lean, controlled and measurable. Built to answer one question at a time:

• a clear hypothesis

• one primary metric

• simple instrumentation

• short cycle time

• documented results

Wins get scaled.
Losses get learned from quickly.
Noise gets discarded.

The end goal is building successful systems that can be run with confidence:

• Documented frameworks and playbooks

• Repeatable workflows

• Onboarding and lifecycle templates

• Dashboards and reporting rhythms

• A repeatable internal cadence and clarity

So that growth compounds. Not resets every quarter.