Growth gets harder once you’re past the obvious wins. Ideas pile up, dashboards multiply, and progress slows not because teams aren’t working, but because they aren’t deciding.

I’ve worked across very different growth problems. Getting to product-market fit is nothing like unblocking a team that’s plateaued. Early on, it’s about finding signal and earning attention. Later, it’s about focus, tradeoffs, and momentum without blowing up what already works.

I’ve led growth and marketing across B2B SaaS and high-value B2C. I believe deeply in the power of brand, but I approach it with the discipline and accountability of a growth marketer. Brand matters. So do the numbers.

At the end of the day, the work comes down to ownership and truth: the right number at the right stage, real metrics (not comforting ones), and turning activity into momentum instead of noise.

I’m drawn to fast-moving, scrappy teams that ship, commit, and take accountability seriously. I occasionally advise teams on growth strategy and prioritization when things start to feel noisy.

I write here about growth, decision-making, metrics that matter, and what actually changes outcomes as companies scale. Lately, that’s included hiring and recruiting as another place where clarity and signal matter more than tools.

Most growth problems aren’t marketing problems.

They’re prioritization failures that surface in marketing first.

When growth slows, the conversation often turns to:
> “We need more top-of-funnel”
> “We should test more channels”
> “Conversion is the issue”

But what’s usually happening underneath is simpler and harder:
Too many things are being treated as equally important at the same time.

Growth only compounds when there is forced sequencing.
What matters now. What explicitly does not. What can wait.

If everything is a priority, every metric looks disappointing.

The fastest teams I’ve seen weren’t smarter.
They were more decisive.

Meg Gowell

Head of Marketing @ Elly.ai | ex Typeform, Appcues

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