What I Actually Do When I’m Brought In to Build Growth
People often ask what I mean when I say I build growth engines, not just teams.
Here’s a concrete example.
Across my career, I’ve led CRM and loyalty initiatives spanning more than five markets at a time, often across complex marketplace and regional ecosystems. This includes Amazon, eBay, Houzz, Sears, Newegg, Rakuten, and first party DTC platforms, operating at national and global scale with millions of SKUs and thousands of vendor relationships.
In most of these environments, I wasn’t handed a polished CRM stack. These were emerging or fast scaling companies. That meant I owned the strategy end to end. I defined the technical requirements, customer segmentation logic, data integrations, and reporting frameworks in real time while the business was growing. Many systems were proprietary by necessity, informed by deep hands on experience with Salesforce, NetSuite, HubSpot, Zendesk, SPS Commerce, Fishbowl, and Power BI.
The goal was never “better dashboards.” The goal was retention, lifetime value, and repeat behavior at scale.
I partnered directly with founders, marketplace operators, logistics partners, and regional stakeholders to align incentives around what actually drives loyalty. Service reliability. Fulfillment accuracy. Speed. Trust. CRM became the connective tissue between customer behavior, inventory, shipping, and revenue decisions. Real time data flowed across systems so leaders could act, not guess.
The outcomes were consistent across companies and markets.
Customer lifetime value increased by roughly 3x compared to baseline before my leadership. Customer satisfaction held at 98 percent across channels. Churn dropped as fulfillment and service consistency improved. Conversion rates increased in previously underperforming markets. Acquisition costs stayed low because repeat customers and word of mouth did the heavy lifting.
This work contributed to scaling businesses from early stage to over $90 million annually, and I personally took my own company from zero to $26 million. In one case, the retention and loyalty strategy was cited in Forbes as a key brand differentiator.
I don’t run CRM as a tool. I run it as a business system.
If you’re building, rebuilding, or stabilizing a growth engine and need someone who can connect customer reality to revenue, operations, and execution, this is the work I do.
Thanks for reading, William Rochelle, but you can call me Bill.
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