Growth & Marketing Leadership
TL;DR – How I Approach Growth
I operate like a Head/Director/VP of Growth/Marketing from an SEO/content/product origin.
I pick a small number of high‑leverage bets, design a simple operating system around them, and protect execution.
I’m comfortable sitting between founders, product, SEO, content, and external partners, and turning chaos into a clear, calm plan.
How I Think About Growth & Marketing
At this level, growth isn’t “do more SEO” or “run more campaigns.” It’s:
Decide what actually matters for the business in the next 3–12 months.
Design a simple operating model that lets people execute without constant firefighting.
Keep a clean line between inputs (pages, campaigns, features) and outputs (signups, deposits, ARR, profitability).
I like messy environments where there isn’t a perfect plan, but someone has to draw the map and make it feel sane.
Example: Crypto Wallet Brand – Focusing the Whole Machine
For one global crypto wallet brand, the risk was fragmentation:
Too many markets, too many pages, too many ideas.
Link budgets and content resources spread thin.
Leadership wanted to see movement on core rankings and adoption, but the system was pushing energy in all directions.
My job was to focus the machine.
1. Pick the Real Bets
First, I worked out what actually moved the needle:
A shortlist of money keywords and pages (global “best wallet / best crypto wallet / best bitcoin wallet” equivalents and a few critical markets).
Everything else was explicitly treated as supporting – still important, but not allowed to distract.
2. Align Structure, Content, and Links
Then I aligned the whole system around those bets:
Information architecture and a keyword → URL map built around the core money pages.
A content roadmap that prioritised wallet pages, key buy flows, and a mid‑funnel “how to get a wallet” style guide.
Link budgets re‑oriented from “spread across everything” to:
Majority into home and key geo homepages.
The rest into the most important wallet/buy pages.
Other properties effectively paused until tech and IA issues were fixed.
3. Tell a Simple Story to Leadership
Finally, I turned that into a narrative leadership could hold in their heads:
One slide that showed:
Which pages and markets we were betting on.
How content, links, and product changes lined up.
What success would roughly look like over the quarter.
That’s the job: make the whole machine legible, then drive it.
Example: Running Myself Like a Team – Console OS
I also built a personal operating system, Console OS, which is basically how I’d run a lean marketing org:
Console = strategy, projects, and priorities across all brands and lanes.
Working = a small number of active tasks with clear briefs and acceptance criteria.
Comms = Slack/email triage, stakeholder state, and reply drafts.
I used it to keep:
Multiple brands (wallet, derivatives, media partners).
Different lanes (SEO, content, product, links, personal projects).
And a fairly intense personal life…
…all moving without dropping the ball completely.
If you zoom out, Console OS is just:
One spine that holds everything (projects, status, owners).
Clear templates for briefs and playbooks.
Regular small loops (daily/weekly) to review, adjust, and recommit.
The same pattern scales to a small marketing team:
One roadmap, one status view.
Reusable playbooks for key activities (page builds, partner content, link plans, audits).
Clear expectations and communication up and down.
The Framework I Use in a Head/Director/VP Seat
When I’m effectively wearing a Head/Director/VP hat, my mental model is:
1. Clarify Reality
Where the business actually makes money.
What’s truly on fire vs what’s just noisy.
Which constraints are movable (budget, headcount, timelines) and which aren’t.
2. Choose 3–5 Focus Bets
Markets, segments, products, or keyword clusters.
Decide explicitly what we won’t prioritise this quarter.
3. Design the Operating System
How work is captured (roadmap / backlog).
How it becomes briefs and playbooks for the team.
How we’ll measure success at a level that’s simple enough for founders and execs to track.
4. Protect Execution
Remove distractions and random “drive‑by” requests where possible.
Give people clear ownership, templates, and acceptance criteria so they can actually ship.
Avoid changing priorities every week unless the data or business reality truly demands it.
5. Communicate Cleanly
One narrative upwards:
Here’s what we’re doing.
Here’s why.
Here’s how it’s going.
Straight, jargon‑free updates that make leadership feel informed, not buried.
If you need someone who can sit between founders, product, SEO, content, and external partners and own the growth system – not just a single channel – that’s the role I naturally end up in.