AI & Growth Advisory
I work with executive teams to modernize digital acquisition, build operationally sound experimentation systems, and identify where AI can improve growth operations — without the distraction of hype.
Start a conversationMost advisory relationships fail because the strategy and the execution live in different rooms. I've held VP-level roles in digital growth and customer acquisition — which means I know what happens after the slide deck, and I've been accountable for it.
I advise growth-stage and enterprise organizations on the structural changes happening in digital acquisition: AI's disruption of search and intent signals, the rising cost of paid media inefficiency, the slow death of attribution models that no longer reflect reality, and the organizational friction that prevents growth teams from moving quickly.
The work is specific, operational, and built to last — not a framework delivered once and left to implementation teams who weren't in the room.
Services
A structured review of your acquisition systems, experimentation maturity, martech stack, analytics quality, and AI readiness — delivered as a prioritized operating roadmap.
Ongoing fractional advisory for growth and marketing leadership. Covers paid media strategy, experimentation velocity, performance reporting, and organizational alignment.
Structured engagements for companies rebuilding digital acquisition — channel strategy, CAC reduction, media buying architecture, and cross-functional operating models.
Build or repair a testing culture: program design, tooling selection, hypothesis frameworks, velocity improvement, and organizational alignment around experimentation outcomes.
Identify where AI tools create genuine operating leverage in growth functions — content operations, reporting, audience intelligence, search adaptation — and design the implementation path.
Strategic support for CMOs, CGOs, and PE-backed operating executives — growth narrative development, board-level reporting, digital due diligence, and post-acquisition integration planning.
Who I work with
Companies under PE ownership where growth operations need to be professionalized, acquisition economics improved, and systems modernized on compressed timelines.
Companies that have found initial traction and need to move from founder-led growth to a scalable, data-driven operating model before the next capital raise or expansion phase.
Organizations where compliance constraints, long customer journeys, and CAC/LTV sensitivity demand a more disciplined approach to digital acquisition and media efficiency.
Enterprise marketing teams and SaaS companies whose existing playbooks — particularly around SEO, SEM, and demand generation — are being structurally challenged by AI-driven search behavior.
Outcomes
Flagship Engagement
A structured, three-to-four week review of your growth operation — covering acquisition systems, experimentation maturity, martech and analytics quality, AI readiness, and organizational alignment. Delivered as a prioritized roadmap, not a generic assessment.
Designed to fit into an executive team's working calendar — structured interviews, async data review, and one live working session. Output is board-presentable from day one.
"Strategy that can't survive contact with the org chart isn't strategy."
I've spent my career in roles where the distance between a good idea and a working system was exactly the problem — and where the people hired to fix it often made it worse by staying too conceptual, too long.
My approach is to work at the intersection of strategy and operations: develop a clear diagnostic of what's actually wrong, build a prioritized plan that accounts for organizational reality, and stay close enough to implementation that the plan doesn't drift. I'm not interested in frameworks that get handed off. I'm interested in outcomes that hold.
That means being direct about what's not working — even when it's uncomfortable — and being specific about what good looks like. Vague recommendations produce vague results. The engagements that produce real change are the ones where the advisor is willing to say the specific thing and help execute it.
Why Now
AI is not a productivity tool layered on top of a growth operation that stays the same. It is changing the mechanics of how people search, how content gets discovered, how audiences form, and how buying decisions get made. The teams that treat it as a marketing automation upgrade will fall behind the ones that restructure around it.
About
I've held executive leadership roles in digital growth and customer acquisition at financial services firms, SaaS companies, enterprise software organizations, and high-scale digital marketplaces. In those roles, I've been responsible for the full stack of what growth actually requires: media buying and optimization, SEO and SEM architecture, experimentation programs, martech evaluation, analytics modernization, and the cross-functional coordination that makes any of it work.
I've scaled paid media budgets and driven CAC reduction through structural changes — not just optimization cycles. I've built and rebuilt experimentation programs, dramatically improving testing velocity and the organizational capacity to act on results. I've led digital transformation initiatives in regulated environments where the cost of getting it wrong is high and the tolerance for conceptual recommendations is low.
The advisory work I do now is built on that operational foundation. I know what the inside of these problems looks like, and I know how to close the gap between where a growth organization is and where it needs to be — including the parts of that gap that are organizational rather than technical.
I work with a small number of clients at a time, which means the work gets the attention it needs to actually move.
Credibility Indicators
Managed and scaled significant paid media budgets across SEM, paid social, and display — including structural CAC reduction through buying architecture changes, not just bid management.
Built and led enterprise experimentation programs using Optimizely and related tooling — improving test velocity, program structure, and the organizational capacity to act on results systematically.
Led digital transformation initiatives in regulated, complex environments — modernizing martech stacks, improving analytics infrastructure, and restructuring acquisition operations under real operational pressure.
Operated at the intersection of marketing, analytics, product, and engineering — building the working relationships and operating models that allow growth work to move quickly across organizational boundaries.
Deep background in financial services and mortgage — industries where acquisition economics are scrutinized, compliance constraints are real, and the cost of a poorly designed growth operation compounds over time.
Practical, working knowledge of where AI tools create genuine operating leverage in growth functions — not theoretical. Built on direct experience integrating AI into content, reporting, and acquisition workflows.
Common Questions
Most marketing consultants specialize in one channel or function. I've held VP-level P&L accountability for the full digital acquisition operation — paid media, SEO/SEM, experimentation, martech, analytics, and the organizational model that holds it together. The advisory work reflects that full-stack perspective, including the parts that most channel specialists don't touch.
Both. The diagnostic and strategy work is more useful when I can stay close to implementation — reviewing what's actually being built, flagging where the execution is drifting from the intent, and helping the internal team move through obstacles. For companies that need a fractional operating partner rather than just recommendations, that model is available.
The work is most valuable for growth-stage companies (Series B and beyond), PE-backed businesses in scale-up or integration phases, and enterprise marketing organizations with enough operational complexity that systems and process matter. Early-stage companies where the fundamental growth model is still being discovered are usually better served by a different kind of support.
Most engagements begin with a discovery conversation to understand the specific situation, followed by a scoped proposal. For companies that want a structured starting point before committing to an ongoing relationship, the AI Growth Diagnostic is designed for that — it produces a prioritized roadmap and gives both sides a clear picture of where the highest-value work is.
A small number — intentionally. The quality of advisory work is directly related to how much attention it gets. I maintain enough capacity to be genuinely useful to each engagement, which means I'm selective about who I take on and honest when a situation isn't the right fit.
Work Together
Engagements begin with a 30-minute discovery conversation — no pitch, no deck. Just a direct conversation about what's actually going on and whether there's a fit.
Schedule a discovery callResponse within one business day. Engagements are selective and limited in number.