Growth Marketing Manager

The Growth Marketing Manager, also known as a growth marketer, is a marketing professional who uses data and experimentation to improve the customer journey. Their work covers acquisition, activation and retention: attracting interested people, helping them start using a service and then encouraging their continued engagement.

They connect campaigns to the stages that prospects or users move through. Based on the results, they recommend expanding, adjusting or stopping an activity. The role therefore combines marketing execution, analysis and cooperation with other teams. The balance between these activities depends on the objectives assigned and the resources available.

To define their place in your organisation, specify who they report to, which objectives they are responsible for and which decisions require approval. Also set out the input expected from sales, product, data and customer relations teams. Responsibility for conversion does not, in itself, confer authority to change the product or the sales process.

Growth manager, acquisition specialist and customer lifecycle manager: who does what?

• The Growth Marketing Manager connects activities across several stages of the journey. Define the transitions they need to improve and the teams they will work with.
• If your need centres on paid campaigns, compare these responsibilities with those of an Acquisition / Paid Media Manager. Specify who remains responsible for the stages after acquisition.
• If the priority is the relationship with existing customers, consider a CRM / Lifecycle remit and the responsibilities to be shared with the growth role.

These boundaries should appear in the job description. They distinguish the activities the person will carry out directly from those they will coordinate with a specialist or service provider.

The first challenge is to connect marketing activity to what actually changes in the customer journey. A campaign can attract visitors without leading them to sign up or use the service. The Growth Marketing Manager connects campaign results with conversions and retention to guide subsequent activities.

For the business leader, this means choosing a priority problem. Are you looking to attract prospects, help them start using the service or maintain their engagement? The role can cover these stages, but its objectives must make it possible to decide where to focus efforts. Without an explicit priority, requests for campaigns can multiply without helping anyone make a decision.

Measurement is another area that requires attention. A result is only meaningful in relation to the chosen objective and the business model. Acquisition costs, conversions and tracked sales opportunities do not answer exactly the same question. Ask for metrics that explain why an activity should continue and what information is still needed to make a decision.

Fictional example: a company is seeing more sign-ups, but new users rarely start using the service. Before increasing campaign spending, it could ask the Growth Marketing Manager to analyse this transition with the product team. A test focused on initial use would then address a different problem from an advertising test.

The choice of candidate also depends on the work to be done. Someone used to coordinating service providers may need different support if they have to set up campaigns themselves. Conversely, strong expertise in one channel does not establish their ability to coordinate several teams. Clarify these expectations before recruiting so that objectives, autonomy and resources remain aligned.

• Define campaign objectives with their line manager and connect them to the stages of the customer journey.
• Design experiments with an objective and a metric defined before launch.
• Launch campaigns on the selected channels, directly or with the service providers involved.
• Analyse conversions and acquisition costs in relation to objectives and the business model.
• Recommend which activities to expand, adjust or stop based on observed results.
• Coordinate activation and retention activities with product, customer lifecycle or customer relations teams.
• Share campaign findings with sales teams and data specialists.

A background in marketing or business can prepare someone for the responsibilities of the role. The employers cited describe studies in these fields as desirable, without making them their sole criterion. When recruiting, examine the knowledge and skills the candidate can apply: understanding a customer journey, building a campaign and interpreting its results.

The French Manager du Marketing Digital certification provides an example of training covering data analysis, digital campaigns and customer relations. Its scope is broader than that of the Growth Marketing Manager role. It can help you understand what a candidate has learnt, without being a mandatory requirement for working in this role.

Relevant experience should make the level of responsibility already held clear. Distinguish between participating in a campaign, delivering it independently and coordinating specialists. A candidate may have worked on acquisition while having little experience of activation or retention. This difference matters if you entrust them with several stages of the journey.

Finally, relate technical learning to the expected tasks. Managing a website, using a CRM and preparing automated campaigns do not require the same degree of autonomy. Define what must be mastered on arrival and what can be learnt with support from the specialists available.

The foundations of GetPro’s approach

GetPro uses an assessment framework that prioritises the skills and expectations of the role. Each criterion is matched to an assessment method, distinguishing what can be verified from a candidate’s background from what requires a discussion or a test. The interview explores key criteria through open questions and concrete examples. Reference checks help clarify points that remain uncertain through the context of working relationships and actual situations.

Suggested applications for the Growth Marketing Manager role

The steps below are recommendations to adapt to the responsibilities and resources planned for your role. The marketing criteria and fictional case illustrate one possible application of these foundations. They do not constitute a specific assessment protocol used by GetPro for this role.

1. Define the criteria before the interviews

Establish a shared framework covering campaign execution, analysis of results, experimentation and cooperation. Specify which skills are essential from the outset and which can be developed in the role.

Connect each criterion to a real task. If the person will launch campaigns themselves, examine their ability to prepare and configure them independently. If they will coordinate specialists, look at how they allocate work and follow up on decisions.

Agree on a common assessment approach for all assessors. Distinguish between a precise answer, an answer that needs further exploration and a skill that has yet to be demonstrated. Avoid confusing verbal fluency with operational competence.

2. Reconstruct a past achievement

Ask the candidate to present a campaign, its initial objective and the information available before launch. Ask them to clarify what they did personally and what other contributors were responsible for.

Then examine the results and the decision taken. Why did they continue, adjust or stop the activity? What did they learn that they did not know at the outset? An anonymised report can support the discussion.

An explanation that connects the objective, action and result is a positive sign. Isolated figures, without a comparison period or an identifiable personal contribution, call for further questions. Also ask them to describe an activity that did not meet its objective.

3. Offer a case relevant to the role

Fictional example: present a journey where sign-ups are increasing but initial use remains low. Provide the relevant information and ask which problem to examine first.

Invite the candidate to choose a hypothesis, a metric and a test. Ask what additional data they would like and which team they would work with to carry out the activity. Do not expect a single correct solution.

Assess the consistency between the chosen problem and the proposed test. An approach that identifies its uncertainties is useful. An immediate recommendation to increase spending, without examining the journey, warrants further exploration.

4. Examine cooperation and the expected people management responsibilities

Ask how the candidate would explain their recommendation to a sales or product manager. Observe whether they specify the decision required, the reasons for it and the missing information. Ask them to identify the input needed from other teams.

If the role includes people management, add questions about actual situations in which they allocated work and gave a team member feedback on their work. Keep this assessment separate from the assessment of marketing skills.

Value a clear description of shared responsibilities. Explore answers that attribute the entire result to one person or make it impossible to identify the decisions taken.

5. Compare observations and references

Compare the assessors’ judgements using the same framework. Revisit disagreements using specific details from the interview or case. Identify skills that remain uncertain before reaching a conclusion.

With the candidate’s agreement, ask a referee about the responsibilities they held and how they worked with other teams. Seek to clarify a concrete point, such as their ability to launch or monitor campaigns independently.

If your company lacks the necessary marketing expertise, involve a suitably skilled professional in assessing the case. Ask the internal colleagues who will work with the new hire to assess cooperation, and clarify who will make the final decision.