Updated September 2026
A Head of Growth who's done the job, on the schedule you need.
Most fractional growth people have run a channel. I've run the function: two Head of Growth seats at developer-facing startups, accountable to the weekly signup number, managing the budget, the team, the agencies, and the reporting. That's what you get a few days a week. Or every day, if you're hiring for the seat.
Hiring a Head of Growth?
I'm open to full-time roles, and it's where my experience runs deepest. Fractional is how I keep the function running for teams that aren't ready for the hire yet.
About me →Section
The whole job, not a slice of it.
- The number. One weekly metric (signups, activations, pipeline) that I report on every week and answer for.
- Channel mix and budget. SEO and GEO, paid search, paid social and video, creators, launches. Which ones get money, in what order, and when to change your mind.
- Content and the website. Keyword architecture, landing pages, the content engine, the conversion path. The site is the product's first demo, and it's mine to improve.
- Agencies and contractors. Briefing, managing, measuring, and replacing when necessary. You keep the ones that are working.
- Reporting. One view across product data, analytics, CRM, and ad spend. The same numbers go to you and to your board.
- Launches. Product Hunt, feature releases, the response when a competitor stumbles. I've run each of those more than once.
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What the first three months look like.
Days 1–30
Diagnose.
Access to everything. Audit the funnel, the accounts, the site, and the tracking. Fix the tracking, because it's almost always wrong. Ship the quick wins that are actually quick. Write up where the leverage is.
Days 31–60
Build.
A plan with numbers on it. Restructure paid around conversion value. Map the keyword architecture. Stand up the content engine and the reporting view. Run the first launch or campaign under the new setup.
Days 61–90
Compound.
Reallocate budget based on what the data says, not what the plan said. Scale what's working. Document the systems so they run without me on the days I'm not there.
This is the same 90 days I'd run as a full-time hire. The only difference is how many days a week I'm in the building.
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The right fit.
- • Seed to Series B AI, SaaS, and developer-tool companies with a self-serve or product-led motion
- • Founder-led marketing that's working but has hit the founder's ceiling on time
- • A marketing team that executes well and has no senior growth owner
- • A company between growth leaders that needs the function to keep running while it hires (and may want to talk about the hire)
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One accountable person.
An agency gives you a channel. A Head of Growth gives you an owner.
- • I sit inside. Your Slack, your analytics, your weekly meeting. Not a status call every other Thursday.
- • I've managed agencies from the client side. I know what to ask for, what a healthy account looks like, and when to walk.
- • I report on paying customers. Not impressions, not clicks, not "engagement."
- • I build things that stay. Reporting, content ops, tracking, playbooks. When the engagement ends, the systems don't.
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What this looked like in practice.
At Quadratic, owning growth meant building an organic engine that produced 7,000+ signups a month, restructuring paid to cut blended CAC 60% quarter over quarter, running a creator program that beat paid search on cost per paying customer, and shipping the reporting system the team still uses. Case study →
At Pieces for Developers, it started as a consulting engagement (+268% organic impressions in the first quarter) and turned into the Head of Growth job. Two years later: active users +1,700%, three Product Hunt launches, organic conversions +930%. Case study →