Asha Frazier

Since 2008 I have been building and selling businesses, and for the last decade I have run growth inside companies where the only thing that counted was whether the P&L changed.

What I do is narrower than most CMO work. I find the constraint that is actually binding growth, remove it, and build the system that keeps it removed. Not a channel audit, not a rebrand. The real question is whether the problem is the offer, the unit economics, the instrumentation or the capacity, because fixing the wrong one is how a company spends a year getting nowhere.

THE RECORD

CodaPet, VP Marketing, Dec 2024 to present. Revenue up more than 5x in 20 months to a mid-eight-figure run rate, EBITDA-profitable the whole way. Grew from fewer than 50 markets to more than 170 on a repeatable local-launch playbook with 200-plus Google Business Profiles. Google Ads CPA down 27% while spend grew 264%. Performance Max at $43 CPA against $125 on Search. Lean distributed team, no retained agency.

The RealReal, via Miliki & Co. Came in after the move from agency to in-house had already failed with complete staff turnover, and rebuilt customer acquisition alongside the Director of Customer Acquisition and VP of Growth. Paid from $300K to over $2M per month at 7x ROAS, $100M+ in annual attributed revenue, CAC down 40%.

GlacierGrid, Head of Growth, 2021 to 2022. 600% pipeline growth, CAC payback improved 60%, team of 7 plus contractors. Moved the company off founder-led sales and built the growth proof that closed a $19M Series A.

PartnerSlate, Head of Growth, 2020 to 2021. CAC from $150 to $11 by replacing broad paid spend with intent-qualified inbound and targeted outbound. Enterprise customers up 8x, including Unilever, Nestle and Coca-Cola. The trajectory preceded Pacific Fin Capital's majority-stake recapitalization.

Cubii, VP Marketing, 2016 to 2017. First hire at a four-person company losing $40,000 a month. Profitable in month two, then zero to eight figures while staying profitable, CAC under $25 at 3x LTV to CAC with a six-month payback. Built a paid content engine off earned PR and customer testimonials before that playbook had a name. Created the under-desk fitness category. Later acquired in a nine-figure transaction.

Shiftgig, Head of Marketing, 2013 to 2015. Employee #14. Built the marketing org from 1 to 40+ on $5M+ annual budgets and cut B2B CAC 50% while sustaining 40% month-over-month growth. The engine behind nearly $100 million in revenue, 2M+ workers and 20,000+ businesses. Social traffic from 300K to 2M monthly sessions with zero paid social spend.

Golfmiles (GolfNow / NBCUniversal), CMO, 2015. First full-time US hire. Airline loyalty partnerships reaching 100M+ combined members.

Hackless and Miliki & Co., 2016 to 2024. More than 90 clients, most of them owner-run rather than venture-backed: coworking and self storage operators, manufacturers, training companies, capital groups. FactoryFix platform growth 200%. Other engagements ran 4x to 12x growth at 5x to 42x ROAS.

HOW I THINK ABOUT IT

Growth is earned, not bought. A company earns the right to scale by building a formula, turning it into a capability, then expanding capacity by removing the constraint that binds, in the right order. Capital accelerates that only when there is a mechanism that makes scale strengthen the business rather than strain it. The scarce skill is knowing when.

I also do not subordinate paid to organic or organic to paid. Both engines compound. The job is knowing which one you are in a position to push, and when.