Fractional Growth Executive · B2B SaaS
I help B2B SaaS leadership teams find the real constraint behind stalled growth—and build the fix across the customer journey.
Your customers experience one company. Your organization manages departments. Growth stalls in the gaps between them.
Who I work with
I work with founder-led, investor-backed, and PE-backed B2B SaaS companies where growth has become harder to explain.
The company may have product analytics, customer research, pipeline reviews, support themes, churn analysis, and experienced executives. But Product, Marketing, Sales, and Customer Success are still operating from different versions of the customer.
The pattern
These are not six separate problems. They are signs that the company is not operating around one coherent understanding of the customer journey.
The point of view
Marketing sees who responds. Sales sees who will buy. Product sees what active users do. Customer Success hears from established accounts. Support sees customers at the moment of friction.
Each view is useful. None is the whole customer. I connect those signals to identify which customers succeed, why others fail to realize value, and what the company should target, build, change, automate, or stop.
Otherwise, new logos simply backfill churn—and the topline calls it growth.
The method · The Growth Operating System
It is not a departmental audit or a generic playbook. It is a way to identify the small number of constraints limiting activation, conversion, retention, and expansion—and organize the company around fixing them.
Leadership experiences the journey directly: how customers discover the company, interpret the promise, evaluate the product, reach value, seek help, expand, and decide whether to stay.
Customer interviews, product behavior, acquisition data, sales conversations, support patterns, retention, expansion, and customer economics become one decision model.
The team identifies the few cross-functional constraints that explain the growth pattern and separates root causes from symptoms.
The diagnosis becomes a sequenced operating plan with clear ownership, measures, decision points, and execution support.
The goal is capability, not dependency. Explore how I work →
Engagements
A focused, first-principles assessment of where growth is breaking and why—synthesizing customer, product, revenue, service, behavioral, and financial evidence into a prioritized 90-day operating plan.
The roadmap is yours whether or not we continue working together.
Discuss a diagnostic →For companies that need an accountable executive owner for a growth problem that crosses the org chart. I embed with the leadership team and own the agreed growth outcome inside the company's existing stack and cadence.
The problem crosses departments. The accountability does not.
Explore fractional leadership →For CEOs, operating partners, boards, and executive teams that want experienced pattern recognition, challenge, and decision support without a full fractional engagement.
Experienced pattern recognition, on the decisions that matter most.
Discuss advisory support →Most engagements begin with the diagnostic.
Selected outcomes
Customer interviews, activation data, and support themes pointed to the same constraint: non-technical users struggled to reach value before the product became too difficult.
I proposed and drove an AI-guided product experience and rebuilt onboarding around validated customer intent.
The same engagement model was being applied across customers with very different value potential, needs, and economics.
I rebuilt segmentation and customer plays around the journeys of the highest-potential ICP segments.
Jobs-to-be-Done research surfaced an enterprise segment that wanted the underlying infrastructure without adopting the entire product experience.
I developed the product direction and business case for a usage-based enterprise offering sold through multi-year agreements.
During the separation of a no-code SaaS company from its parent, I built the customer function from the ground up.
The organization ultimately included onboarding, professional services, partners, education, Customer Success, and community.
Why Danielle
I began in Product because I believed the answer lived in what we built. Customer Success showed me how much customer evidence appears after the roadmap decision—and how easily the needs of the largest and loudest accounts can become mistaken for the needs of the market. Growth made the full system visible.
Across QuickBase, Wistia, Jungle Scout, and Knack, I have led Product, Customer Success, Customer Experience, and Growth. I have built organizations from zero, created new product and revenue motions from customer research, built unified customer-data infrastructure, applied AI to product and service experiences, and led board-level growth strategy.
Experience gives me pattern recognition and a deep operating toolkit. First-principles thinking keeps me from mistaking a familiar pattern for the right answer.
A first conversation is a practical working discussion, not a sales presentation.
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