Head of Growth

About the Company

Our client is the global leader in EMF protection. Its proprietary shielding technology goes into apparel, accessories, and home products designed to reduce everyday exposure to electromagnetic fields.

The client is creating the category, and winning it: 4x YoY growth, eight figures in revenue, profitable. Three U.S. Air Force contracts, including a $2M program putting the client's technology into military uniforms and shaping military EMF standards. $8M raised from VCs and strategic investors and 120,000+ customers. The proprietary technology is 99.7% EMF blocking, independently certified, 78% CM1 soon turning into 90%. $200 AOV.

As use of technology compounds, so does exposure: phones, 5G, Wi-Fi, a device on every wrist and in every pocket. The WHO classifies RF-EMF as a possible carcinogen. The FDA quietly pulled its "phones are safe" guidance. The science is catching up fast, and the client exists to give people a credible, cool, convenient answer today.

The client got here with a tiny marketing team, a Head of Growth, a marketing manager, and a handful of contractors, that's it. Margins about to get significantly better, a product line only beginning to build out, and a category with tailwinds nobody else in consumer has.

The client has just put the bench in place for the next phase: eight specialist agencies across creative, retention, conversion, YouTube, TikTok and Amazon. The current Head of Growth built this and is moving on to start his own company, so the new hire would take it over, sharpen it, and build the in-house team behind it.

Role Overview

This is a remote Head of Growth role (team works Pacific hours, LA a plus, office in Santa Monica), performance marketing, creative & lifecycle, reporting directly to the CEO. This person owns growth end to end: the channel strategy, the creative, the funnel, lifecycle, the agency bench, the team, and the P&L that pays for all of it.

This is a macro and in-the-weeds role. This person decides where the money goes and in what order, how much into Meta, how fast to scale YouTube, what TikTok is really for, when Amazon earns more. They set the creative standard and own the brief, and own what happens after the click: landing pages, offers, conversion, email and SMS as a revenue line rather than an afterthought. They won't be cutting every ad themselves, but can look at ninety days of creative and know exactly which concepts are working and why, directing whoever's executing until the rest gets there.

This person owns a real P&L, not just a budget. Media, agency retainers, marketing payroll, tooling all sit inside their number, and CM3 is what they're measured on. Day one, this person is the growth function, with eight agencies underneath and a marketing manager alongside, bringing on a creative strategist, a media buyer, and a lifecycle owner as the work demands it, deciding what comes in-house and when as one of the first real calls.

The outgoing Head of Growth helped grow the business 4x in a year, largely on his own, and is leaving on great terms to start his own company, staying through the handover, so the new hire gets the accounts, the agency relationships, the test history, and everything he learned, in person, from the person who built it.'

The Bar: Creative

Nobody wakes up shopping for EMF protection, yet. Awareness is growing, but the client's ads have to build belief, in about three seconds, for a problem that is not top of mind for most people. It's the most interesting creative problem in performance marketing, and it's why this role matters more here than it would at a brand people already know they want.

The same standard applies to the full funnel: the page, the offer and the flow that follow. The ideal candidate knows what A+ looks like, knows that volume and hit rate are the same conversation, and knows the difference between an ad that's clever and an ad that converts a skeptic.

The First 18 Months

- 90 days: Full handover complete, with nothing living only in someone else's head. The agency bench assessed on performance and cost, with a clear view of what stays, what goes, and what comes in-house. Creative pipeline rebuilt around net-new concepts. A measurement baseline that can be trusted before the new channels scale.

- 6 months: MER above target at meaningfully higher spend. First in-house hire made. At least one non-Meta channel producing at scale. Conversion and lifecycle materially better than found.

- 12 months: Meta below 70% of new-customer revenue. The growth team built. Creative volume at or above the spend tier's benchmark, with a documented winning-concept rate. CM3 above 20% at multiples of today's spend.

- 18 months: A growth operation a brand 10x the client's size would be proud to inherit, and a business at $100M or on a credible path to it in the next few months.

Who They're Looking For

- Has operated at $50-100M+, and knows what a real growth organization looks like, what a good agency actually delivers, and what a creative strategist should produce.

- Has personally run seven figures a month in paid media, hands in the account within the last 18 months.

- Has owned a marketing P&L including the fixed costs: retainers, payroll, tooling inside their own number, not just a media budget handed to them.

- Has had to make growth pay for itself, at a business that couldn't just raise more.

- Has built the channel mix, not just optimised one channel, and can walk through how a second and third channel were sequenced, what the learning cost, and what got killed.

- Has hired the team: creative strategist, media buyer, lifecycle owner, and can name the people they'd call in week one.

- Has hired/fired agencies, and can walk through the standard held.

- Owns what happens after the click. Landing pages, offers, CRO, email and SMS as revenue lines personally owned.

- Has sold something people weren't already looking for: supplements, skincare, devices, sleep, health tech, with experience in advertorials, VSLs, founder-led content.

- Has a feel for brand and for creators, even if performance is home turf.

- Already cares about this stuff, deeply understands health and wellness consumers and knows what makes a brand premium.

- Would rather cut spend than hit a revenue number that can't be defended.