The customer base is your scope. Inside that base, a growth team builds - but it reports to our VP of Product. Finance owns planning. Marketing runs spend against your targets. Commercial operations is led by our Head of Revenue, who shaped this role and will interview you.
None of that is where your influence stops. We run a four-eyes principle: anything that moves revenue has two owners watching it, and on price, packaging and the numbers underneath, the second pair is yours. Your challenge is expected, not tolerated.
The analytics team is a central, capable unit. It was designed to provide reliable answers to the organization’s inquiries, and it fulfills that mandate effectively.
The next phase requires a shift in the operating model: tighter feedback loops, analysts embedded directly within business challenges rather than observing them, and an organization that comes with insights as frequently as it services requests.
Alongside it: attribution needs rebuilding, and the structure was built for two products, not the eight we now run. Marketing is buying customers on first-purchase return. The plumbing to launch a price and measure it is in place. What doesn’t is the structure to decide what to test, when, and against which hypothesis - a system that works across products, not inside one.