Growth & retention · Consumer brands · Scottsdale, AZ
Your customers are already on a clock. Most programs send on a different one.
I find the real one. From a sofa people replace once a decade to a cup of ramen somebody eats on Tuesday, the gap was there every time. Lifecycle, email, SMS and retention, run in-house at a $100M+ revenue business and across a portfolio of DTC brands.
Looking for one in-house seat: VP or Director of Lifecycle & Retention, Head of Growth, or VP Growth.
Short recent roles, and a consultancy I'd close. The longer answers →
andrew@growthlegend.com · 602-615-7665 · linkedin.com/in/andrew-lauchner
Selected results
Ordered by how well I can prove them, not by how big they look. The first two I measured. The last two are the company’s numbers and I’ve labelled them that way. The $74M promotion was a national story that Forbes covered.
Where I've done it
Three kinds of seat, and I'll tell you which was which.
Some of these were in-house. Some were contracts. Some were Growth Legend engagements. Which is which is marked on every case page.
The long in-house run is Gallery Furniture — close to four years owning growth and retention for a $100M+ revenue business in Houston. The rest is where I found out how fast the same thinking transfers.
The altitude
Growth breaks in four places. I have owned all four.
Owned channels are where I make money, but I've never been handed only owned channels. Here's the shape of the job as I run it, and which parts I still do with my own hands.
Acquisition
I direct it, and I have run the accounts myself.Performance media, creator programs, and the promotional and partnership work that filled a showroom floor. I know what a lead costs because I bought them, not because an agency put it in a deck. At Chassis For Men that was roughly $8 to acquire a customer against an $82 average order.
Lifecycle and retention
This is the one I own outright.Welcome, post-purchase, win-back, VIP, replenishment, the offer calendar, and the segmentation underneath all of it. At Gallery Furniture, rebuilding the customer journey and post-purchase across email, SMS and outbound took customer lifetime value up 330%.
Revenue operations
The plumbing nobody wants to own.The stack, the data model, and the definitions. Klaviyo, Attentive, Shopify, Listrak, and whatever CRM you've already committed to. At Gallery Furniture I rewrote the sales playbooks and the lead-to-appointment funnel so marketing, outbound and the showroom floor ran one revenue system instead of three.
The function
I hire it, brief it and run it.At Gallery Furniture I built and led the group across design, development, sales, social and operations, owned the growth budget and the forecast, and ran it against one revenue number. I hire for the gap I can't cover myself, and I staff for shipping, not for reporting.
Selected work
Six of them, with the mechanism, not just the number.
Each one says what the business was, what I did, and what happened.
Magic Spoon doesn't have a case page yet. Repeat purchase rose 38% over about six months after I rebuilt the flows. That's a before-and-after on a contract engagement, not a controlled test, and I'd rather say so than let you assume otherwise.
Rebuilt the customer journey and post-purchase across email, SMS and outbound at a $100M+ revenue business. Also co-led "Astros Win You Win" — $74M in promotional sales, a 500% surge in store traffic, and a national earned-media story.
Heated apparel, where one season carries the year. Built the cadence and segmentation from pre-season through peak so the window got worked instead of blasted.
A sequenced offer calendar that built into the weekend and held through it, instead of five one-off blasts fighting each other for the same inbox.
Lifecycle across acquired heritage brands — Pier 1, RadioShack, Dressbarn, Stein Mart, Modell's, Franklin Mint. Segmentation over millions of legacy customer records, with welcome, win-back, post-purchase and VIP running in Klaviyo and Listrak through concurrent relaunches and 250K+ SKUs.
Creator-led YouTube on the front end — one placement drove 2.5M views — with email and SMS doing the monetizing behind it, and leads near $0.50 at scale.
A launch built on the parent brand's existing audience instead of a cold start, with the Amazon store opened as a second channel in the same window.
The actual work
Also in the portfolio: Mike's Mighty Good — $500K+ in email & SMS over 12 months. UNTUCKit — email conversion from under 1% to about 3.5%.
How I operate
You're not buying channels. You're buying judgment.
The numbers above are what happened. This is why, and it's the part that tells you whether to hire me.
Systems over campaigns
A campaign earns once. A system earns every month. I build the flows, the segmentation and the offer calendar as one machine, then hand over the machine instead of a list of things I did.
Find the constraint
Most programs have one thing holding them back, and it's rarely what's on the roadmap. I find it before I build, and I name it out loud even when it isn't marketing. At Gallery Furniture it was the gap between purchase and the second visit.
Measurement before the win
Attribution tells you what the tool wants credit for. A control group tells you what the program is worth. It makes the win smaller on paper and much harder to argue with, which is why I want one carved before launch rather than reconstructed after. Most of what I have inherited had no control, and I will tell you which of my own numbers do and don't.
Leave it running
I document the stack, the segments and the logic, and I train the people who inherit it. A system that only works while I'm in the building is not a system.
References
Two of these three reported to me.
A recommendation from a boss is easy to get. One from your own team is not, which is why those two are here.
one of the strongest operator partnerships I've had in my career … He approached retention like a true revenue driver, not a support function
a rare ability to combine strategic thinking with hands-on execution
Truly a savant, and the hardest worker in the room
There are ten of these on LinkedIn, in full and unedited. The ones from people who reported to me are the ones I'd read first if I were you. Read all ten →
Before you ask
The questions you're going to ask.
You have two of them. I'd rather answer them here than in week three.
Your recent roles are short, and they aren't consumer. What happened?
Fair, and it's the more useful question. From 2024 to 2026 I ran Growth Legend and took three operator seats alongside it: Head of Sales at mostdope, a CRM and marketing platform sold to roofing and solar contractors; Head of Enterprise Growth at OuterFactor, rugged mobile hardware sold into healthcare and field services; and Head of Growth and Retention at Nexus Agriscience, a multi-brand portfolio selling both B2B and direct. Plus a retention contract at Right Hook Digital. Three of those four were B2B, and that is exactly how I learned B2B is not my lane — it's why that line is on this page in my own words rather than something you had to find out. Before that chapter, close to four years in-house at Gallery Furniture. I want to go back to the work the rest of this page is about, in one seat, for a long run.
You run a consultancy. Would you really take a full-time job?
I have a consultancy, Growth Legend. I'm not looking to run it alongside this. I've spent the last two years as the single owner of growth inside companies and a stretch doing contract retention work, and what I want now is one seat, one P&L, one set of numbers I'm accountable for. If we get to terms, the consultancy goes dormant. I'd rather tell you that up front than have you find it on LinkedIn in week three.
If there's a third question, ask it. I'd rather answer it now than in month four.
The first 90 days
What I'd do before you ask me to do anything.
Days 1–30 · Instrument and find the constraint
Audit the stack, the flows, the segments and the data you already have. Sit with the people who sell and the people who handle complaints. Pull the cohort math: repeat rate, second-order timing, revenue sitting in one-and-done customers. Come back with the one constraint costing you the most and what it's worth to fix. One page, no deck.
Days 31–60 · Build and ship, with a holdout
Build the first system against that constraint and ship it in your stack with a control group carved out before launch. One system, not five. Usually post-purchase or win-back, because that's where the second order is won, but your constraint decides, not my habit. The holdout isn't optional, because without it we'll argue about attribution in the QBR instead of about revenue.
Days 61–90 · Prove it and hand it over
Read the holdout and tell you the honest number, including if it's smaller than we hoped. Keep what won, kill what didn't, document the logic, and train whoever inherits it. Then bring you the next two constraints in priority order with the math behind each. By then I know your business well enough to be wrong less.
That's the shape, not a promise. The specifics change the hour I see your numbers, and any candidate who hands you a fixed ninety-day plan for a business they haven't been inside is selling you a template.
Before we talk
Run your own numbers. I never see them.
Three numbers you already know — first-time customers, average order value, repeat rate. It shows you the revenue sitting in your one-and-done customers, what five and ten points of repeat rate are worth, and what your second orders are producing today. Nothing is stored and nothing is sent to me.
Then it shows you the three places I'd look first, which is the actual payload. The arithmetic is the easy half. Knowing where the second order is won or lost is the job, and you can have that part whether or not we ever speak.
No email gate, no form. I'd rather you use it and never write back than write back in order to use it.
Built it because I got tired of doing this math live on calls.
What I'm looking for
Specific, so you can tell in ten seconds whether it's a fit.
- Titles
- VP or Director of Lifecycle & Retention · Head of Growth · VP Growth · Sr. Director of Marketing · VP Marketing
- Company
- A consumer brand — DTC, ecommerce, retail or subscription. Roughly $10M to $500M. Klaviyo or Attentive and Shopify somewhere in the stack.
- Where
- Scottsdale / Phoenix, remote, or I'll relocate for the right seat.
- The lane
- I run owned-channel revenue for brands that sell to consumers. That's the lane I want to stay in.
- Phone
- 602-615-7665
- linkedin.com/in/andrew-lauchner
- Résumé
- Read the résumé →
If the seat is close but not exact, send it anyway and I'll tell you straight whether I'm the right person for it.