Fractional CGO.
Growth needs an owner who isn't also running the company.
Two situations bring CEOs here. In the first, you're carrying the growth thinking yourself and it gets the hours that are left rather than the hours it needs. In the second, each function is doing its own work well and nobody owns growth across them, so effort is high and the return is thin. In both, the gap between what you promise and what customers experience keeps moving as you scale, and nobody owns closing it.
A Chief Growth Officer owns growth across the whole organisation: commercial strategy, customer experience, how the functions work together, and what the business is doing with AI. I take that role on retainer, one or two days a week, in your leadership meeting and alongside your teams.
That is a wider remit than a Chief Marketing Officer, whose brief is the marketing function. Marketing is usually part of the work, alongside sales, product, service and operations.
Areas the retainer covers.
What your retainer covers is scoped to your business, from an Alignment Audit that has already run or from the working session.
Strategy.
The hard half of a growth plan is what the business stops doing.
I can own the commercial strategy and direction with you: where growth comes from over the next four quarters, and which customers deserve more of the business than they currently get.
You get: a growth plan for the quarter, an owner and a measure on each initiative, and the rhythm that keeps them alive.
Customer experience.
Your customers can describe your business more accurately than your leadership team can.
I work with businesses from the customer side, through the customer journey from consideration onward. Putting a rand figure on that difference is what makes it a board conversation.
You get: a customer journey map with the gaps costed, and the fixes handed to the teams who own those touchpoints.
Collaboration.
Growth work fails between functions more often than inside them.
Much of the retainer runs across marketing, sales, product, operations and finance rather than in any one of them. Where you have teams doing this work, I mentor them.
You get: one set of definitions everyone uses, the handovers written down, and named owners on work that crosses two teams.
AI readiness.
AI is doing something to your customers whether or not anyone owns the outcome.
I assess where AI already sits in your business and what it's doing at the customer-facing moments. That includes whether the tools your buyers search with can find you and recommend you.
You get: one AI starting point with a named owner and a commercial case behind it, ahead of anything being built.
How I work.
Customer first.
Start with customer evidence, the ICP, the personas and the customer journey before deciding what changes.
Across sales, product and service.
Work through lead management, the sales handover, product messaging, service recovery and which of them gets attention first.
Strategy into delivery.
Take the direction through to the work: propositions, campaigns, sales material, process, systems and team training.
Lean teams.
Build and lead small internal teams supported by specialists, with clear ownership and someone accountable for each number.
Test and adjust.
Test assumptions early, read results and customer feedback together, and change what isn't working.
AI in the work.
Use AI where it earns its place in research, content, reporting and the customer journey, with a person named against every use.
What the work has produced.
What a CEO who worked with me says.
"Juliet is a rare combination of brand understanding and the practical realities of delivering a customer experience across touchpoints that delivers the promise. Not afraid to challenge whenever we strayed — someone I relied upon deeply."
The first 90 days.
A retainer is a standing commitment, so what happens after signature matters more than the scope. This is an example of the shape, scoped to your business in the working session.
Days 1 to 30.
I read the business.
- Interviews with your leadership team and the people doing the work
- Calls with customers who bought and customers who left
- A read of the numbers as they're reported today, not as the dashboard presents them
- A written view of where growth is stuck, where the strengths sit, and what the gaps cost
Days 31 to 60.
We choose and commit.
- Two or three initiatives chosen for the quarter, the rest named and parked
- An owner, a measure and a date on each one
- One set of reporting definitions with a named person behind every number
Days 61 to 90.
The work runs.
- One or two days a week alongside the people doing the work
- Your leadership meeting, weekly
- A quarter-end review of what moved, what didn't and why, setting the next quarter
What it costs.
One day a week.
R45,000 per month.
The leadership meeting, the quarter's initiatives held to their owners and dates, and the reporting underneath them. This suits a business where the functions are already doing the work and the commercial line above them is what's missing.
Two days a week.
R80,000 per month.
The above, plus running the initiatives alongside your teams, the customer work, and time mentoring the people who own it day to day. This suits a founder-CEO carrying growth personally today.
Three months to start. At the end of it we decide together what the business needs next.
How to start.
The conversation.
Book a working session.
You know roughly what you need and would rather talk it through. 60 minutes on your business and where growth is stuck. Within 48 hours you get The Brief, the priorities and a cost range for each, yours either way.
The diagnostic.
Take the Clarity Stack.
You know growth has slowed and cannot yet see where. 12 questions, about 10 minutes, scored across strategy, customer experience, collaboration and AI readiness. Your answers set up our first session.