How I work day to day, not only what I've delivered.
Start with the number. Then question the number.
I start with the aggregate business outcome and work backward through the funnel before accepting an explanation for why it moved.
I don't assume the same CAC:LTV relationship, payback period, or retention benchmark applies everywhere.
The business determines the target.
Go deeper than the dashboard.
I like getting close enough to the underlying data and user experience to understand whether the reported result makes sense.
A dashboard can tell you what moved.
It rarely tells you why.
Work directly across functions.
Most of the growth problems I've worked on have crossed organizational boundaries.
Product, Engineering, Data Science, Marketing, and Commercial teams often see different pieces of the same problem.
My role is often to connect those pieces and make the business case for what needs to change.
Prefer structural fixes.
I'm more interested in changes that alter what happens by default than interventions that temporarily improve a metric.
That doesn't mean campaigns don't matter.
It means I ask whether the campaign is compensating for a structural problem.