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Common growth problems, solved.
Behind every number on this site is a business that was stuck, straining, starting from scratch, or suddenly without a marketing leader. These are four of those problems, and how I helped solve them.
Pelago Health
- CompanyEarly-stage startup
- ModelB2B2C digital health
- RoleIn-house
Where things stood
Pelago had invested heavily in Sales and Customer Success, but member growth marketing was a two-person team drowning in one-off client requests that did not scale. Underneath that, the company had been dramatically over-forecasting the enrollment and revenue each client could deliver, so effort kept flowing to the wrong accounts.
What I did
Started with the forecasts. I worked with Sales, Finance, and CS to build the company’s first enrollment and revenue models based on what marketing could actually control at each client, things like member access and permission to email or send mailers. That grounded the plan in reality, gave Sales and CS concrete asks for client conversations, and shifted focus to the clients with the highest revenue potential. From there I built out the full member growth team and layered in propensity models, and those two things unlocked the growth.
What changed
- 3× year-over-year growth in members and revenue
- First enrollment and revenue forecasts the whole company could plan against
- Member growth team built from 2 people to 15 across marketing, growth product, and growth engineering
- Low-impact, unscalable client work cut so the team could focus where the revenue was
“He grew a team of wildly talented marketers from the ground up to help exceed revenue targets… His impact at the company was proven, helping drive the most successful year in terms of company revenue.”
Amazon Prime
- CompanyFortune 100
- ModelMembership & subscription
- RoleIn-house
Where things stood
Prime was already working. The question was where the next tens of millions of members would come from, and whether new offers could open the funnel without breaking the economics of the biggest membership program in the world.
What I did
Led the launch of Monthly Prime globally, from the business case through rollout. Later built new digital acquisition programs for young adults, and developed some of Prime’s first propensity models, the start of a decade of using prediction to find the right customer at the right time.
What changed
- 10M net-new memberships, 10x the original target
- $750M+ in incremental annual revenue impact for the business
- 1M+ incremental young adult members from new digital acquisition programs
- Early propensity models that changed how Prime targeted growth
“He led the launch of the program, and owned the marketing efforts that led to monthly being the go-to leverage for all Prime acquisition marketing—then he wrote the plan to launch it globally.”
WordPress.com
- CompanyGlobal tech company
- ModelSaaS subscription
- RoleIn-house
Where things stood
Growth had come to lean on one lever, discounting the paid plans to push free users to convert, and it was showing diminishing returns. Conversion was flat, acquisition costs were climbing, and nobody could say which incentives actually changed customer behavior and which just gave margin away.
What I did
Replaced the blanket discounting with propensity-based incentives, so offers went only to the users they could actually convert. Then spread the focus beyond discounts, building dedicated paid digital, lifecycle, growth analytics, and product-led growth teams, and rebuilt measurement so decisions ran on evidence instead of instinct.
What changed
- 4× conversion growth with CPA reduced by 50%
- $10M+ in incremental revenue from the new growth teams
- Incentive spend redirected from everyone to the customers it could actually move
“He quickly grasped the strategic opportunities within the organization while also working closely with the growth team to double its size.”
Spring Health
- CompanyLate-stage startup
- ModelB2B2C digital health
- RoleFractional / interim
Where things stood
Spring’s marketing leader had departed, and the company wanted fresh eyes while it figured out what came next. Growth targets did not pause for the search, and underneath them sat problems nobody had named yet.
What I did
The diagnosis mattered more than the title. The team was spending over 80% of its time on the bottom 20% of client accounts by revenue, because the company kept saying yes to promises marketing could not deliver. I named the problem and worked with cross-functional leaders to fix it. Then I restructured and hired so the team could double down on lifecycle experimentation.
What changed
- $50M+ in annual revenue driven by growth strategies my team and I executed
- Marketing time rebalanced away from the bottom 20% of accounts and onto the work driving revenue
- Lifecycle testing up from 3 tests a month to 3–5 a week
- Three senior leaders hired; a stronger function handed to the next leader
“[He] led a highly cross-functional team spanning lifecycle, paid digital, B2B, and B2B2C marketing. He has a rare ability to bring deep expertise across all of these domains.”
One pattern worth noting: three of my interim and fractional engagements, at Twin Health, Spring Health, and Marathon Health, ended with a full-time offer. See my LinkedIn profile for the full career story across 20+ years and the rest of the $1B+ in business impact.
Let’s start with a conversation
What would this look like at your company?
A few good reasons to reach out
- One of these four stories sounded a little too familiar.
- You have a number that stopped moving, and nobody can explain why.
- You’re heading into one of these moments and would rather not learn the lessons the expensive way.