Fractional Head of Growth

The Problem

Most growing companies have channels, tools, and dashboards. What they lack is an owner. Someone who connects acquisition to activation, connects retention to revenue, and makes trade-offs between speed and quality with real data behind the decision.

Strategy sits in one place. Execution sits in another. The agency optimises Google Ads but has no idea what happens after the click. The CRM team sends campaigns but does not know which segments drive actual revenue. The founder makes gut calls on budget because nobody has built a framework for allocation.

The result is motion without compounding. Channels run, money goes out, reports get made, but nobody is stitching the system together. Growth stalls not because of lack of effort, but because of lack of integration.

The Solution

A fractional Head of Growth sits between your founder, your team, and your channels. The role is not advisory — it is operational. I own the growth model, set priorities, run the experiment cadence, align vendors and teammates, and make sure reporting connects to business outcomes.

This means I work across acquisition, activation, retention, and monetisation. I diagnose where the biggest leaks are, prioritise what to fix first, and build the operating rhythm that turns growth from project-based sprints into a repeating system.

The role adapts to what the business needs. Some weeks that means reviewing ad accounts. Other weeks it means redesigning the onboarding funnel, renegotiating agency scope, or building the experiment pipeline from scratch.

For a deeper look at how I structure performance marketing strategy or ongoing growth partnerships, see those service pages.

Proof of Approach

I have led growth across fintech, ecommerce, and SaaS businesses — building paid acquisition systems, CRM and lifecycle infrastructure, analytics stacks, and experiment pipelines. At bunq, I worked across acquisition, retention, and product marketing. At Resumedia, I owned the full growth function across multiple markets.

My background spans Google and Meta ads management, CRM implementation, conversion optimisation, and marketing analytics. That cross-functional depth is what makes fractional leadership effective: I can diagnose a tracking problem, fix a campaign structure, redesign a lifecycle flow, and present the results to a board — in the same week.

See examples on the results page.

Who It's For

• Startup founders who need growth leadership but are not ready for a full-time VP hire
• Lean scale-ups where the CEO or COO is still making most growth decisions and needs to hand that off
• Teams between a channel specialist and a full executive hire — you have people running campaigns but nobody integrating the system
• Companies with growth complexity but not enough internal orchestration — multiple channels, tools, and vendors but no single owner

This is not a fit for very early-stage companies with no product-market fit. The role works best when there is existing traction and the question is how to scale it, not whether something works at all.