Owned growth across the full customer journey, not just acquisition.
Context
As Chief Growth Officer, I owned the full consumer journey across marketing, product, pricing, and customer experience. Spacer had strong product-market fit and a large addressable market. The opportunity was to improve performance across the core consumer journey while creating new ways to increase customer value and retention.
What I did
Acquisition
Used CAC and CLTV to understand not just what it cost to acquire customers, but which customers created the most long-term value, then shifted acquisition investment toward the audiences and channels delivering the strongest returns.
Product
Developed Hybrid Parking around post-COVID customer behavior, giving repeat parkers a flexible alternative to monthly parking and expanding the addressable market.
Conversion
Used funnel performance to identify where intent was being lost, then redesigned the Daily Parking experience around how customers searched for and booked parking, increasing booking conversion 14%.
Customer journey
Brought Product, Marketing and CX together around the full customer journey, connecting acquisition and conversion with customer value, retention and repeat business.
Example
November 2025 performance showed the impact of shifting toward higher-intent acquisition and stronger conversion: booking requests declined 4% YoY while confirmed bookings grew 19%, improving request-to-booking conversion by 14.6 percentage points.
Recreated from a board deck I built at Spacer using a limited set of historical performance metrics.
Impact
Improvements across acquisition, conversion, and the customer journey strengthened the core business, while Hybrid Parking turned repeat daily parkers into higher-retention, higher-value customers, driving growth in bookings and EBITDA.