Every team owns part of growth. Nobody owns growth.
Growth gets divided along the org chart long before anyone decides that is the right structure. Marketing takes acquisition, sales takes conversion, product takes activation, customer success takes retention, and each function optimises the slice it is measured on. The result is a set of locally sensible decisions that add up to a funnel nobody is accountable for.
Every team hits its number and the company does not grow.
- Acquisition improves while conversion or retention stays flat, and both teams are hitting their targets.
- Experiments run in several places without a shared method or a shared record of what was learned.
- The handoffs between functions are where the losses happen, and no function owns a handoff.
- Data exists in quantity and does not drive what gets prioritised.
- Growth reporting describes what happened rather than what to do next.
Functional targets are easier to set and easier to defend.
A shared target requires agreement about trade-offs that functions would rather not make in public. A team that hits its number has done its job, even in a quarter where the company did not grow. Until someone owns the whole path, the incentives keep pointing at the parts.
Does growth stop at the handoffs?
Tell us what’s stuck →A repeatable growth operating system.
One owner for growth end to end. A prioritisation method the functions actually share rather than tolerate. Experimentation held to a standard worth trusting. A cadence where the whole path is reviewed together, rather than each segment reported in isolation.
Where the work calls for depth the company does not have spare, we bring in a senior specialist. How that works →