How a technical growth lead ends up stuck
You’re a technical Head of Growth. You can read the code, you know what the landing page should do, and you have a list of changes that would move the numbers. But the site lives in Framer, so anything beyond a copy change means a custom component, a code override or an embed, and the moment it does, it needs an engineer.
So you put a ticket into engineering’s backlog and wait. But engineering is booked on the product roadmap, your ticket sits behind the features that ship revenue this quarter, and a quick change becomes six weeks. So you do it yourself inside Framer’s limits: a tag here, an embed there, a script pasted into the head of every page. But every workaround adds weight the page carries on every visit, and nobody owns the pile. The site gets slower, the tracking gets less trustworthy, and the next change is harder than the last.
So you make the case for a custom site. But the first question back is “who maintains it?”, and the honest answer is the same engineering team that had no time in the first place. The case dies in the meeting, and you stay where you are: paying for a tool that can’t do what you need, unable to leave it, patching around it, and slowly losing the argument that growth needs engineering at all.
Listing the pain doesn’t fix it. What fixes it is someone who lives and breathes marketing, engineering and product at the same time: one person who ports the site into code your team can change, makes it measurably faster, runs the growth experiments with you and maintains it afterwards. That’s the job I do, so the website stops being the liability the product team resents and becomes the asset growth actually owns.











