Growth Officer · Marisa Peer & RTT

The remit

Why this role exists

The brand, audience and products already exist. What is required is one senior commercial operator who owns the growth economics end to end: paid acquisition, conversion, sales-funnel performance, cash collection and everything between a cold click and a commercially valuable customer.

This is not a brand role, a content role or a hands-off strategy position. You will work with the founders and senior leaders across Marketing, Sales, Product, Finance and Operations. You will be accountable for the quality of the numbers, the decisions made from them and the resulting commercial performance.

What you’ll own

The mandate

Nine areas of ownership. Each one carries a number the business can hold you to, from the economics of the ad account to the design of the team that runs behind it.

Profitable growth economics: Own blended and channel-level acquisition economics across the product ladder, including ROAS, CPA/CPS, collected revenue, contribution margin, payback period, refunds, cancellations, payment defaults and cohort maturation.

Ad-level performance: Own creative, hooks, audiences, channel mix and testing velocity. Increase volume only where the underlying economics support it.

Landing pages and funnel CRO: Own every material step from the click to checkout, application or booked call. Improve the promise, proof, offer, mobile experience, speed and conversion rate through disciplined testing.

Click to close: Own the full commercial path: ad, page, funnel (including VSL scripts), webinars, nurture sequences, booking flow, show-up, call conversion, follow-up and collection. Find the highest-value leaks and fix them.

The full product ladder: Build the economics of moving customers from low-ticket personal development into higher-value products, programmes and certification. Increase customer value without relying on misleading attribution.

Attribution and commercial truth: Create one trusted view of first touch, last touch, paid acquisition, organic demand, referrals, upgrades, historical leads, assisted conversions and cohort maturity. The business must be able to distinguish true paid performance from old-list and organic conversion without an ad hoc investigation.

Disciplined scaling: Know when a funnel is ready to scale, when diminishing returns are temporary and when further spend is destroying economics. Use evidence thresholds, controlled increases and explicit stop-loss rules.

Weekly accountability: Own the numbers week to week. Reporting exists to drive decisions, not to decorate a dashboard. The founders should receive clear, decision-ready numbers without repeatedly asking for them.

Lean team design: Build leverage before headcount. Use AI, automation, strong operators and selective external expertise before proposing a large permanent team. Every role and supplier must have a measurable commercial purpose.

Decision rights

Authority to act

Accountability must be matched by clear decision rights. Within agreed commercial parameters, the Growth Officer will have authority and the autonomy to reallocate approved growth spend, stop underperforming campaigns, prioritise tests, change funnel journeys and require changes to pre-call and post-call processes.

Where ownership is shared with Sales, Product, Brand or the founders, the Growth Officer remains responsible for quantifying the commercial issue, recommending the decision and escalating rapidly where agreement cannot be reached.

The bar

What success looks like

1.Blended and channel-level commercial economics are understood, targeted and improving across every product.
2.Conversion improves at each material stage: ad, landing page, funnel, booking, show-up, call, post-call and collection.
3.The business can distinguish genuine new paid acquisition from organic demand, referrals, upgrades, old leads and assisted conversion.
4.RTT certification enrolments grow without acquisition cost, payment quality or contribution deteriorating beyond agreed limits.
5.Low-ticket acquisition and the rate at which customers progress through the product ladder are known and improving.
6.Spend is increased only when pre-agreed evidence thresholds are met, with clear stop-loss rules.
7.The founders receive concise, accurate and decision-ready commercial numbers every week.
8.One person owns click to close and accepts personal accountability for the result.

The first 90 days

Your first 90 days

What the first quarter has to prove: a trusted view of the numbers, the leaks that matter, and a scaling plan with its downside limits written down.

First 30 days

Establish one trusted commercial view across spend, leads, bookings, attendance, closes, collected cash and cohort performance.
Identify the three largest economic leaks.
Confirm scale ceilings, evidence thresholds and stop-loss rules for each major funnel.
Produce a clear keep, fix, stop and test plan.

By 60 days

Demonstrate measurable improvement in at least two critical stages.
Establish a weekly experimentation and commercial-decision cadence.
Pause or remove activity without a credible path to profitability.
Present a resourced roadmap that does not depend on uncontrolled headcount expansion.

By 90 days

Deliver a repeatable profitable acquisition baseline.
Demonstrate that the core numbers can be explained immediately and reconciled to Finance.
Present a controlled scaling plan with explicit downside limits.
Confirm the smallest viable team required to operate the growth system.

The person

Who you are

You have personally owned meaningful paid growth and commercial outcomes at scale. You can demonstrate not only where increased spend worked, but where it damaged the economics and how you recognised the difference.

You are as comfortable in an ad account and funnel builder as you are in a sales report, cohort model and Finance conversation. You understand personal development and high-ticket selling: why people pay to change their lives, what makes them show up, what makes them buy and what causes apparent revenue to fail to become collected cash.

You are commercially courageous. You can challenge founders, senior leaders, sales teams, agencies and external experts when the evidence does not support a decision. You do not confuse collaboration with avoiding conflict. If overruled, you document the risk, quantify the likely impact and escalate clearly.

You run on numbers, test assumptions and hold yourself accountable before anyone else has to. You are not an empire builder, and your answer to every problem is not more spend, more traffic or more people.

Before you apply

Be clear before you apply

This is not a brand or content marketing role.
This is not a role that stops at the click.
This is not a hands-off strategy position.
This is not a position where the numbers are someone else's problem.
This is not an environment in which weak economics can be explained away by attribution, agencies, algorithms or internal politics.
This is not a mandate to build a large team before proving the commercial requirement.

The opportunity

Why this opportunity is different

Few growth roles provide a proven global brand, a warm audience, a broad product ladder and direct access to founders while also giving one person genuine end-to-end commercial ownership. This is an opportunity to build a disciplined, high-leverage growth engine for a business whose work has meaningful impact on its customers.

Own profitable growth across Marisa Peer and RTT, from the first click to collected cash.