Vice President, Growth Marketing

As the VP of Growth Marketing, you will own the paid acquisition engine — the system by which we find, attract, and convert quality customers at healthy unit economics. This is not a channel management role, it is a growth architecture role: you will design and operate an AI-native performance system and serve as the primary owner of CAC, LTV:CAC by segment, and the creative-performance feedback loop that makes the system smarter over time.

The acquisition challenge here is deliberately dual. Midi operates across care delivery — delivering clinical visits for their midlife health journey — and a growing consumer product line reaching 30 SKUs by the end of 2026. These are meaningfully different acquisition motions. Care conversion requires building clinical trust, navigating a considered and often emotionally charged decision, and moving a prospective patient through an education arc before she is ready to act. Product conversion draws on e-commerce best practices — intent capture, merchandising logic, cart dynamics, purchase frequency optimization. You will need genuine fluency in both, and the strategic judgment to know when each set of tactics applies and how to allocate resources between them as the product portfolio grows.

Critically, you will manage the full acquisition funnel — not just the performance layer. That means owning the awareness-building media investments that fill the top of the funnel alongside the conversion-focused channels that close it. You understand how upper-funnel media — connected TV, streaming audio, out-of-home, high-reach digital — creates the conditions in which performance channels work, and you can make the case for that investment in the language of unit economics rather than brand intuition. 

Lifecycle and retention sit in a dedicated Engagement pillar with its own leader. You will work in close operating rhythm with that team — sharing customer intelligence, cohort data, and LTV signal — so that acquisition decisions are made with full visibility into downstream outcomes. A centralized customer intelligence system serves both pods, which means the economics of acquisition and retention are visible to both leaders simultaneously.

• →Full-funnel media strategy across all paid channels — from awareness-building media (connected TV, streaming audio, high-reach digital) that fills the top of the funnel, to performance channels that convert it. You set channel strategy, testing direction, and the demand generation roadmap; your team executes buying, trafficking, and optimization against that strategy
• →Paid acquisition strategy across all performance channels — paid social, search, programmatic, and emerging — with full budget ownership and P&L accountability. You set channel strategy, testing direction, and the demand generation roadmap; your team executes buying, trafficking, and optimization against that strategy
• →The agency and contractor ecosystem: building and managing an external network of paid media specialists and performance agencies that extends the team's capacity without extending headcount. You know when to build in-house and when to buy externally, and you manage that portfolio actively
• →The performance system architecture: the operating model, optimization cadence, testing infrastructure, and decision protocols that channel execution runs on
• →Creative performance: you own the signal side of the creative-to-performance loop, working in continuous data exchange with a dedicated Creative Intelligence pod that produces AI-assisted creative at volume
• →Audience strategy: which customer segments to acquire, at what cost thresholds, with what evidence that LTV justifies the investment — including expansion into adjacent audiences beyond our current core
• →LTV:CAC by segment across a dual-motion portfolio — care visits and Rx on one side, a supplement line reaching 30 SKUs by end of 2026 on the other — with the analytical depth to make investment decisions that reflect the different unit economics and LTV profiles of each
• →Team development: evolving a team of five from channel specialists toward growth architects capable of operating in an AI-native performance environment
• →Executive and board communication on growth performance, acquisition strategy, and unit economics

• Systems thinking: you design the machine, not just run it. You know what the intelligence layer needs to produce to drive good acquisition decisions and you can build toward that specification
• Ambition to build AI-native acquisition systems — not just adopting AI tools within a traditional structure, but rearchitecting the operating model around AI-assisted workflows, agentic optimization, and human judgment applied at the strategy and quality layer
• Full-funnel media fluency: you understand how awareness-building media investments create the conditions in which performance channels work, and you can make the case for upper-funnel investment in the language of unit economics — incrementality, brand search lift, assisted conversion — rather than brand intuition alone. You have managed budgets that span both and can optimize across the full funnel rather than defaulting to what is easiest to measure
• Dual acquisition fluency: you have operated across both healthcare or considered-purchase conversion — where trust-building, education, and an extended decision arc define the funnel — and e-commerce or product acquisition, where intent capture, merchandising, and purchase frequency logic drive growth. You understand that these are different motions and you know how to resource and optimize for both simultaneously
• DTC health or subscription consumer experience at scale, where creative and messaging are doing real educational and emotional work — not just demand capture in a simple conversion funnel
• Creative performance fluency: you understand what makes paid creative work at a mechanistic level, you design testing frameworks, and you are an informed and demanding partner to creative direction
• Full-funnel ownership: you hold LTV as your north star and make acquisition decisions with genuine reference to downstream retention and product attach. You have operated in close rhythm with lifecycle and analytics functions
• Executive range: you can present to a board, write a tight narrative on growth strategy, and hold a sophisticated conversation about unit economics with investors. You are a strategic partner to the CMO, not an execution layer
• Experience building and managing an agency and contractor ecosystem — you know how to structure external relationships for accountability, how to evaluate performance agency partners critically, and how to keep a lean in-house team amplified by external capacity rather than dependent on it
• A point of view on where paid acquisition is going — agentic campaign management, AI-generated creative at volume, automated bidding and audience modeling — and demonstrated experience building toward that future rather than optimizing the past

• A channel management role for someone who has added AI tools to an existing workflow
• A combined growth role: lifecycle and retention sit with a dedicated leader in a separate pod. You own acquisition; you do not own the full customer journey
• A siloed function: the interfaces between paid acquisition, creative intelligence, engagement, and customer data are designed into the operating model. Operating well here requires genuine cross-pod investment, not just internal optimization