The biggest growth problems rarely have marketing-only solutions.
I've spent 10+ years owning growth end to end, across consumer technology, gaming, and e-commerce, at companies including Flutter International, Blinkit, ShopClues, and Snapdeal. That's meant moving between acquisition, retention, monetization, life cycle, analytics, market expansion, and business strategy, and partnering closely with Product, Engineering, Data, Finance, and Customer Experience along the way, because the real answer is rarely visible from any single team's dashboard.
The problems have varied. The pattern hasn't.
I love tackling problems where the obvious solution fails to solve the real problem: acquisition is growing but users aren't sticking, retention looks weak but the problem isn't a lifecycle problem, a market looks attractive but the economics don't work, or a campaign is performing well while the business number underneath it isn't moving.
That's where I do my best work: figuring out what's happening beneath the surface, challenging the obvious explanation, and finding the lever that can change the outcome.
I've recently moved to Austin and am applying the same approach to AI, building and testing ways to make research, analysis, experimentation, and decision-making faster without treating AI output as a substitute for judgment.
I'm exploring opportunities across Growth, Lifecycle, CRM, Product Marketing, and Monetization where I can solve complex growth problems and turn customer and business signals into action.
Optimize for business value, not just cost per acquisition
That's the number I track. It ties acquisition and retention together instead of scoring them separately, and it's harder to fool than a channel-level metric.
I don't believe growth has a universal formula. CAC:LTV ratios, payback periods, retention benchmarks, and channel targets are useful starting points, but they aren't answers. The right number depends on the business, the customer, the product, and the stage.
I start with the business outcome, work backward through the funnel, and keep asking where the explanation stops making sense.
A channel isn't successful because its CAC looks good.
A campaign isn't successful because its dashboard is green.
A retention program isn't successful because users came back once.
The question is always: did the thing we changed move the business in the direction it needed to go?
What I tend to work on
- Growth problems that require rethinking what is actually driving the outcome
- Retention and lifecycle problems that need structural rather than campaign-level solutions
- New-market and product expansion decisions
- Acquisition problems where growth needs to translate into sustainable business outcomes
- Product marketing problems where positioning, messaging, and customer needs aren't translating into adoption
- Cross-functional problems that span Product, Data, Marketing, and Commercial