Growth Manager, Marketing ​/ Advertising ​/ PR

An Austin jewelry and lifestyle retailer selling on live TV, its own site, marketplaces, and social. TV reaches 75 million households and launches about 100 new products a day, so you always have tested, priced inventory to build campaigns around. About $100M in e-commerce revenue, a little over half of it from TV viewers at almost no acquisition cost. The other half is paid, and it isn't profitable on first purchase yet.

More than 65% of units come from their own supply chain, so offers, bundles, and pricing get built with merchandising directly.

Growth Manager, New Customer Acquisition. Austin, TX. On-site preferred, hybrid considered. Relocation support available. Minimal travel. Roughly $10M a year in paid spend, and capital already set aside to take it to $15M or $20M. Senior leadership has been running paid acquisition on top of their day jobs, and they're handing the whole function to one person. You'd have a team of eight to ten and no agency in the middle.

Meta is the primary channel. You read performance daily, figure out whether it's creative, audience, landing page, or bidding, and put the right person on it that afternoon. A media buyer handles builds and bid changes. Creative is in house, including TV studio content you can use for paid social.

• Conversion rate
• New-customer CAC, first-purchase ROAS, contribution margin, MER, and payback, plus the framework for what the business should pay to acquire a customer
• A creative testing program with a set cadence, and a repeatable way to spot which of those 100 daily products will carry a campaign
• Four to five direct reports, eight to ten people in total, split between Austin and India

• 5+ years in paid media, performance, or growth marketing, owning Meta as a primary channel
• $1M or more in annual Meta spend you were personally accountable for, with a documented record of improving the economics
• Measurable improvement in CAC, ROAS, contribution margin, or first-purchase profitability, and the specific levers you used
• D2C e-commerce, physical products, with a working grasp of inventory, fulfillment, margin, and a high-SKU catalog
• Creative testing you can speak to specifically: what you tested, what won, what you did next
• D2C unit economics you can hold together under questioning

Who does well here:
Products launch daily and creative runs on a broadcast schedule, so you make the call with what you have and correct as results come in. You look at the numbers every morning and know when to scale, when to hold, and when to shut something down. The team knows the platforms and learned them on the job, so they need someone who sets clear goals, involves them in decisions, and earns trust before directing.