A Growth title can describe a cross-functional remit. It can also hide six separately developed disciplines in one job description. Here’s how I separate Growth, Growth Marketing, growth hacking, and the actual work.

Different Marketing functions need different measures. But when Brand, PR, AR, and Demand Gen compete for the same incremental dollar, they should face the same level of executive scrutiny.

Brand Search can have your lowest CPA and still be the wrong place for the next dollar. But paid and organic are not always substitutes, and competitor conquesting can materially change the value of defending branded demand.

Brand and Performance should not compete as channel camps. Classify investment by the job the business needs Marketing to perform, then measure it on the right clock.

Brand awareness can look healthy and still miss the people who influence or approve a purchase. Brand and Demand Gen need shared business accountability, but they need different jobs, scorecards, and time horizons.

Three attribution models didn't stop pipeline credit fights. The missing piece wasn't measurement. It was governance.

“We didn't have an attribution problem. We had a governance problem wearing an attribution costume.”