Strategy that ships, not a deck
Growth strategy consultant
Built the growth engine that took cnvrg.io to its acquisition by Intel.
I personally investigate the agreed growth evidence, develop the strategy and implement the selected campaigns, journeys, lifecycle and measurement work. We choose a useful next test, name its decision owners and review eligible customer contribution. At Elementor I led acquisition during company growth from $200K to $20M ARR.
From the problem to an executable decision
More acquisition will not repair weak activation or declining repeat purchase. I locate the current growth constraint across acquisition, product behavior and retention, then lead and implement a focused sequence of changes.
- Cohort baseline
- Constraint choice
- Growth experiment
- Retained value
What I lead and implement, and what you receive
| Decision | Work and deliverable |
|---|---|
| Funnel diagnosis | Compare the same customer cohorts across signup, first value, payment and renewal. Distinguish a demand problem from a product or lifecycle problem. |
| Experiment portfolio | Prioritize by commercial consequence, evidence and effort. Name the hypothesis, primary measure and guardrail before work begins. |
| Execution and learning | I implement agreed funnel, campaign and lifecycle changes. Keep product releases, pricing changes and seasonality beside the result when deciding what to repeat. |
A measurement worksheet you can use with your team
Note each measure's definition, its source, the cohort or period that qualifies, the baseline, an owner and a review date, for activated customers and retained contribution alike. Inputs not yet observed are recorded as UNKNOWN. A target is still a target, never a result.
- Activated paying customers by cohort
- Retained contribution
- Experiment decision and evidence
Follow the same customer cohort from first value to payment and renewal. Use the observed loss to choose the next experiment, and log product releases, pricing or seasonality beside it. Judge the choice by retained contribution, not a single stage improving alone.
Relevant experience with clear attribution
I am Yaniv Goldenberg, a Fractional CMO & Head of Growth. I lead strategy and personally execute across the revenue funnel. Riverside — Head of Paid Acquisition My published Riverside case study describes my work as Head of Paid Acquisition across acquisition, conversion and the customer journey. It provides context for connecting channel execution with recurring-revenue measurement. Historical results belong to that engagement and are not a forecast for your business.
We start a growth strategy engagement by fixing the deliverables, the work I personally execute and the inputs your team owns. Access, budget, product truth and message approval come from the people accountable for each. Once the work is handed over, the record shows the implementation, the checks, who continues it and the open decisions.
A choice about the lever, not a list of tactics
A real growth strategy is a set of decisions about where to play and how to win, not a list of tactics and not a polished deck. Most companies confuse strategy with an action plan, and they end up with a document that spreads budget across everything and moves nothing.
“Strategy is not a list of what to do. It is the decision about what not to do. If everything is in, there is no strategy, only a budget spreading thin.”
Here is how I think about it as the operator on the hook for the result. Strategy is choice, and every real choice means giving something up. A growth strategy that tries to do everything for everyone is not a strategy, it is a wish list, and it will not move the number. So the work starts by answering three questions before touching a single tactic.
Ask which explanations the sources support, what intervention can test the next decision and which dependencies determine its order. Compare expected commercial consequence, evidence, effort, risk and capacity. A bounded test can be worthwhile without proving that it is the single highest-return lever available.
I personally investigate the evidence, develop the strategy and build and test the agreed campaign, journey or measurement work. We name decisions, delivery owners, checks and review windows in a project or build scope; a fractional CMO engagement can include agreed continuing operation. Advisory is the separate advice-only offer.
How to build a growth strategy that works
Diagnose the real constraint
Before any tactic, find where growth actually stalls: acquisition, conversion, retention, or pricing. A company that pours budget into acquisition when the constraint is retention is solving the wrong problem. The diagnosis is the most important decision in the whole strategy, because it decides what everything else focuses on.
Pick one winning lever
Make priorities and tradeoffs explicit. I compare the actual evidence, customer consequences, effort, risk and capacity, then personally implement the selected work. Focus can make learning useful; it does not establish that one lever always beats five or will necessarily move the commercial result.
Choose the growth model
Product-led, sales-led, content-led, or a blend. The growth model decides how everything else gets built, from the team to the budget. A strategy without a clear motion is a list of ideas that never connect into one engine. The model is the spine the tactics hang on.
Sequence and prioritise
What happens in the first quarter, and what comes after. The right sequence builds momentum and shows a result early, instead of starting ten things and finishing none. A strategy without an order of operations is just a backlog, and a backlog does not create the wins that fund the next move.
Tie it to execution and measurement
A strategy that is not translated into measurable actions with an owner stays a slide. Every choice connects to a metric, a person, and a definition of success measured to revenue. A living growth strategy updates against data; it is not signed once and forgotten while the market moves on.
What separates a strategy that ships
| Dimension | Deck strategy | Operator strategy |
|---|---|---|
| Core | A list of tactics | A choice about the lever |
| Focus | Everything for everyone | One winning lever |
| Diagnosis | Treats the symptom | Finds the real constraint |
| Execution | Ends in a file | Owns the outcome |
| Measurement | None | Revenue, and it updates |
Diagnose, choose, sequence, ship
Diagnose before you prescribe
I personally inspect the agreed customer, campaign and revenue sources and compare competing explanations. The output names supported findings, assumptions, unresolved gaps and the next useful intervention. Access, approvals and evidence determine what can be concluded, rather than a guaranteed single-constraint diagnosis.
Choose the lever and the model
I compare the supported explanations, expected commercial consequence, effort, risk and capacity, then personally implement the selected test. Record tradeoffs and what evidence would change the choice rather than promise the globally highest-return lever. To connect a growth strategy to an operating plan, see business plan for growth.
Sequence, ship, and update
I turn the selected intervention into personally implemented work with owners, checks, costs and an observation window. Review eligible outcomes alongside product releases, pricing, seasonality and other changes. Delivered work can be complete while commercial evidence remains pending or inconclusive.
Where the value actually lives
A strategy written by someone who will never execute it is almost always disconnected from reality. It sounds right on paper and breaks at first contact with the budget, the team, and the data. When the same person who decides the strategy is also accountable for running it and for the number, every choice gets tested against what can actually ship, and the strategy updates based on what happens in the field. That is what turns a strategy from a document into an engine.
I personally lead and implement the agreed strategy, campaigns, journeys and measurement. At Elementor I led acquisition during company growth from $200K to $20M ARR, and I have managed $100M+ in total ad spend across roles. Those historical roles inform the work without proving a new strategy’s outcome.
Choose who personally investigates, decides, builds, approves and reviews the work. My consulting combines strategy and hands-on delivery within the agreed scope. Advisory is the separate advice-only option; another consultant’s actual implementation and handoff should be assessed from their proposal.
The honest version of the pitch is this: a growth strategy is only as good as the constraint it correctly identifies and the discipline to focus on one lever until it moves. Anyone can produce a list of ten initiatives. The hard part, and the valuable part, is choosing the one that matters, sequencing it so it shows a result early, and owning the number it is supposed to move. Buyers increasingly ask AI assistants who the best growth strategist is before they ever reach a website, so the work also has to be visible where that research happens.
Where growth strategy fits
Fractional CMO
The operator seat: I build the strategy and own the growth number end to end.
All services
See the complete range of how I work on growth strategy, starting at a diagnostic and running to a full operator engagement.
AI search benchmark
Original research on AI search visibility, one of the growth levers most strategies miss.
Tell me where growth stalls and I will tell you the constraint
Bring the business question, observations and work already tried. The call helps define the personal investigation and implementation needed. We agree source access, scope, checkpoints and review owners before claiming a diagnosis or highest-return intervention.
Sources: Strategic management (Wikipedia), Growth hacking (Wikipedia)
Growth strategy consultant FAQ
What does a growth strategy consultant do?
What is the difference between growth strategy and a marketing plan?
Why do growth strategies fail?
Do you build the strategy or also execute it?
What does the work look like in the first weeks?
We agree the investigation, personal implementation, dependencies and delivery checkpoints around the actual access and capacity. The plan selects a useful test from the evidence and records assumptions and tradeoffs. Commercial review follows the eligible cohort and window rather than a fixed weeks-one-to-six proof schedule.
What should I send before booking a scoping call?
Use the scoping call to discuss your decision, observations, resources and work tried. An evidenced diagnosis may need authorized source access and further investigation. We agree that personal scope and its review rather than promise the real constraint and highest return from one conversation.
Are you taking new clients, and how fast do you reply?
I agree the scope, time commitment and availability for each client or project before work starts. I reply within one day. The fastest way to a useful answer is to tell me your stage, your rough numbers, and the one growth problem keeping you up at night.
Who is a good fit for this work?
Companies with product market fit and real traction that want to scale revenue, not just traffic. Growth work compounds on a real product; it cannot manufacture demand for a broken one. If you are pre product market fit, we first need to establish whether a scoped engagement is appropriate.
What is a growth model, and why does a strategy have to choose one?
A growth model is the motion the business grows through: product-led, sales-led, content-led, or a blend. It decides how everything else gets built, from the team to the budget. A strategy without a clear motion is a list of ideas that never connect into one engine.
Work with Yaniv
Fractional Head of Growth for B2B SaaS, B2C, and e-commerce. Revenue that compounds, not spikes. Any channel, any motion, any stage.
Tools, implementation and language