Hundreds of millions in revenue from paid media, at a return most teams call unrealistic. Owned systems that keep producing after the spend stops. Most growth leaders are good at one of those. I've been good at both, at a four-person startup and at a public company, and the cost of a customer came down every time.
An operator who's done it five times, across DTC, B2B, and marketplaces, from seed stage to public company. Growth that pays for itself, whoever's money it is.
The people who own this space win on one motion or a personal brand. I win on range and proof: built across every motion, on both paid scale and owned channels, with the cost of a customer coming down each time.
Peers pick one lane and own it. I've built in every startup lane and run the same system inside a public company. The range is on the record, not on a slide.
Most operators live at one end of this line. I've anchored both: nine-figure paid acquisition, and an owned engine that keeps producing after the spend stops.
DTC consumer, B2B SaaS, and two-sided marketplaces. Most growth leaders specialize in one lane. I've built in all three, and the system works outside startups too: a $100M+/yr paid channel at a public company, a CMO seat inside NBCUniversal's portfolio (GolfNow), and enterprise growth builds for FactoryFix and Centon Electronics.
I've run $100M+ in cumulative paid media spend across engagements, including The RealReal, and built a business at CodaPet where ~80% of volume is non-paid. Paid and owned aren't rivals in my system. One buys reach with discipline, the other compounds it.
Founder of two companies, three exits, P&L on the line. I build growth from inside the company, not from a coaching seat once the hard part is over.
I work where trust and timing beat clever targeting: high-consideration, hard-to-market categories. And I hold the line on unit economics, cutting CAC 40–90% while growth compounds.
An entire generation of growth leaders who only know how to scale by lighting venture money on fire is being exposed. Boards and investors now demand what they should have demanded all along: growth that pays for itself.
I've never worked any other way.
The offer is unclear. The data is fragmented. Paid media is compensating for weak positioning. Teams are busy, but the business is not compounding. I find the constraint, rebuild the operating system around it, and make the number move.
I do not build a department around ambiguity. I use AI, sharp operators, and the right partners to create leverage — then keep ownership of the strategy, systems, and result.
Explore the full systemGrowth leadership should connect directly to revenue, margin, retention, and enterprise value — not activity reports.
Most growth problems are system problems, not channel problems. More channels do not fix a broken offer, unclear positioning, weak conversion, or bad instrumentation.
Most growth is rented from ad platforms — turn it off and it stops. I build organic, lifecycle, referral, and local engines that keep producing. At CodaPet that owned engine is now roughly 80% of volume.
I'm sharpest before a category has a name or a search term — end-of-life pet care, luxury resale, climate tech. In high-consideration purchases, trust and timing matter more than clever targeting.
I've scaled paid to nine figures at The RealReal and built DTC from zero on it at Cubii. Paid amplifies an owned foundation, so returns hold as spend grows instead of decaying.
Selected outcomes across consumer hardware, healthcare services, SaaS, and growth-stage companies.
Running the function solo, I built organic, lifecycle, and local presence into an engine that keeps producing without paid — so growth compounds instead of resetting each month. Paid amplifies it rather than carrying it.
As the first hire, I created the want for a product with no search term yet, moved the company from a monthly loss to profitability, and built the engine behind a $100M+ acquisition.
I shifted the story from niche monitoring to grid responsiveness — unlocking a bigger market — then rebuilt the growth function around the new positioning and supported the path to a $19M Series A.
I scaled paid social into a primary revenue engine and rebuilt the acquisition team after the company’s in-house transition failed, holding 7× ROAS as spend grew — paid and owned built to reinforce each other.
Scaled acquisition, referral, and organic growth while helping grow the team from one to more than forty staff and contractors.
Enter your website. The diagnostic reads your company and your market the way an operator would — where the funded pain is, what your current marketing is actually selling to, the gap, and what I'd do next. A few minutes; the output is yours to keep.
Asha was a pleasure to work with while I was at The RealReal. We were in the middle of a transition with our paid social programs and he was able to step in and get up to speed really quickly to restructure and optimize our paid social program on Facebook. The programs he built quickly showed results as we implemented the recommendations that he had to improve performance. In addition, I enjoyed the conversations I had with him on digital marketing as he's a thought leader in this space and has great ideas on how to improve performance
What can I say about Asha? I've learned more from him about digital marketing for startups than anyone else I've ever worked with. He knows every tool and trick in the book to maximize the smallest of startup budgets. His strategies are well thought out and based on the needs of customers in the industry you are pursuing. If you are running a startup, I highly recommend having Asha on your side in some capacity.
Asha has been a big help to my company. Our core customer can be hard to find, but Asha used his expertise to grow my business every month since we engaged his services. I highly recommend his digital marketing services and encourage anyone to consider engaging his services too.
Asha Frazier, growth executive and operator. Building businesses since 2008, and demand in hard-to-market categories for most of that.
I am a Chicago-based growth executive and operator. My career spans consumer hardware, SaaS, healthcare services, luxury, B2B, and multi-location businesses, plus 93 owner-operated companies I worked with from 2016 on.
The common thread is not the business model. It is the challenge: creating demand before a category has a name, clarifying the story, rebuilding the engine, and scaling without losing economic discipline.
I build growth that compounds: owned channels that keep producing after the spend stops. I'm just as strong on the paid side, having personally generated hundreds of millions in revenue at high ROAS. Paid is one lever in a bigger system, and I run it with capital efficiency at scale. I have built large teams and run entire functions alone. The model fits the stage. The accountability never changes.
I do my best work in the categories that are hard to market: the high-consideration purchases people agonize over, where trust and timing beat clever targeting.
The same first questions I ask every company: do the unit economics actually work? Get your score and the one number worth fixing first.
CAC, LTV, payback period, and LTV:CAC ratio in seconds.
Compare against SaaS, e-commerce, marketplace, and consumer norms.
See the single lever that unlocks the most efficient growth.
Healthy economics with room to compound.
Sample output — enter your own numbers to see your growth score and the single lever worth fixing first.
What I'm seeing in the numbers across engagements — sent when there's something worth saying, not on a schedule. Reply to unsubscribe; no sequence, no spam.
For founders and operators who want growth that compounds instead of growth they rent — one accountable engine connecting positioning, acquisition, product, and data, with owned channels at its core. Send a note; I'll respond within 48 hours with a straight read on your situation.
Tell me about your growth challenges — I'll respond within 48 hours.
