Fractional Chief Growth Officer.
Growth needs an owner who isn't also running the company.
When a business needs a fractional CGO.
Two situations bring CEOs here. Either you carry the growth thinking yourself and it gets the hours that remain, or each function works hard in its own lane and nobody owns growth across them. The gap between promise and customer experience widens as you scale, with nobody closing it.
A Chief Growth Officer owns growth across the business: commercial strategy, customer experience, how the functions work together, and AI readiness. I take that role on retainer as a fractional Chief Growth Officer, one or two days a week, in your leadership meeting and alongside your teams.
That remit is wider than a Chief Marketing Officer's. A CMO owns demand and brand. A CGO owns the commercial line across marketing, sales, product, service and operations, and the handovers between them, which is where growth usually goes missing.
What a fractional CGO owns in your business.
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.
The work starts with customer evidence and ends in delivery.
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 it costs.
Three months to start. At the end of it we decide together what the business needs next.
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.
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."
"Her strategic thinking and operational talents sync in real time, working with Juliet always involves challenging staid protocols and yields clearly defined results. Any business that needs to be taken forward with certainty should have her at the helm."
Why me in the seat.
I've spent 19 years in growth, customer experience and commercial strategy, across SaaS, fintech, telecoms and FMCG, in South Africa and internationally. Almost all of it inside growth-stage businesses, at every level, so what I recommend is grounded in getting it done.
Being independent means I see the whole business and stay objective. I'll ask the questions that are sometimes easier not to ask, because I have no position here to protect.
How to start.
The diagnostic.
Take the Clarity Stack.
Growth has slowed and you can't yet see where. These 12 questions take about 10 minutes and are scored across strategy, customer experience, collaboration and AI readiness. This is where most CEOs start, and your answers set up our first session.
The conversation.
Book a working session.
If you already know where the gaps are, book the working session and bring them. 60 minutes on your business. The Brief lands within 48 hours: priorities and cost ranges, no pressure to proceed. If we move forward, a good next step is the Alignment Audit.