Marketing and growth consulting specialties

Map the funnel, fix the leaks, then scale spend

Acquisition

Acquisition is the first of my growth consulting specialties. Most companies pour money into the top of the funnel and assume more traffic equals more revenue. It rarely does. I map the entire funnel first: where visitors land, where they stall, and where they pay. Then I fix the leaks before I add spend. I have managed $100M+ in budgets across paid search, paid social, and demand channels, so I know exactly where a dollar dies and where it compounds.

Where the real margin lives

Retention

Retention is where the real margin lives, and it sits at the center of my growth consulting specialties. A customer who stays is worth far more than a customer you re-acquire. I build lifecycle systems that move people from sign-up to first value to habit: onboarding flows that reach the aha moment fast, lifecycle email and in-product messaging tied to behavior, and churn-prevention triggers that fire before someone cancels, not after. When I drove Riverside to +337% MRR, retention and expansion did the heavy lifting, not just net-new logos.

You can’t grow what you can’t see

Analytics & measurement

Analytics and measurement underpin every other specialty. You cannot grow what you cannot see. Before I touch a campaign, I make sure the data is clean: event tracking that fires correctly, attribution you can trust, and a single source of truth your team actually reads. I have rebuilt tracking stacks where 40% of conversions were invisible because of broken tagging. Fixing measurement is unglamorous work, but without it every other specialty is guesswork dressed up as strategy.

Built for pipeline, not vanity reach

Paid media

Paid media is the specialty most people think of first, so I run it with discipline. I do not chase vanity reach or cost-per-click for its own sake. I optimize for cost per qualified pipeline and cost per retained customer: tight audience targeting, creative testing on a real cadence, and a feedback loop between ad spend and downstream revenue. Channels are interchangeable; the math is not. I solve the funnel first, then I scale the spend.

Where trapped revenue hides

Revenue operations & pricing

Revenue operations and pricing round out my growth consulting specialties. Growth is not only top-of-funnel. How you package, price, and present an offer changes conversion more than almost any ad creative. I audit pricing pages, packaging, and the upgrade path inside the product, and I look at where willingness to pay sits versus what you charge. Small pricing changes, tested properly, often outperform months of acquisition work. This is the area teams skip most, and the one I find the most trapped revenue hiding in.

Operating cadence

What ties these specialties together is operating cadence. I do not run a quarter-long study and present findings. I work in tight loops: pick the highest-impact metric, ship a change, measure it against a clean baseline, keep what wins, kill what loses. When I helped take Elementor to 100x ARR, the work was not one big bet. It was hundreds of small, measured decisions across acquisition, retention, and monetization, compounded over time. The mechanism is repeatable, and I bring it to whatever stage your company is in.

Where I’d start

I look at where your money is leaking, not where it is easiest to add. Traffic but no conversion → the funnel and analytics. Convert but churn → retention. Sell well but underprice → revenue operations. The point of distinct specialties is not to sell you all of them at once; it is to find the one constraint holding back your number and remove it. Frameworks from the team behind Reforge back this constraint-first approach. Send me your funnel numbers and I will tell you where I’d start.