When customer acquisition declines, most CEOs blame marketing. When retention drops, they blame lifecycle. Justin Fredlender spent five years as VP of Growth at Ritual learning why both diagnoses miss the point, and why treating growth as anything other than holistic is how brands plateau. After scaling MVMT to nearly nine figures in his mid-20s, Justin joined Ritual where the brand foundation was already built. His quick win? Reallocating marketing spend based on proper attribution analysis. But his lasting insight came from watching the same pattern across companies: executives demanding marketing fixes when the real friction lived in product experience, operations, and cross-functional misalignment. Growth isn’t a channel problem. It’s an organizational one. Now advising multiple commerce brands after 18 months as an independent consultant, Justin recently chose Chord over building internal analytics infrastructure. The decision framework: Do we have capability to maintain this, not just build it? Will AI advancement make it obsolete in six months? Who internally owns ensuring ROI? That third question, the stewardship problem, matters more than the technical capability ever will. Topics discussed: - Attribution reallocation as a trust-building quick win at Ritual - Product experience as the foundation before retention tactics can work - Two market forces: 50-year purchasing power decline meeting 100K+ digitally native brands - Why growth requires coordination across brand, ops, product R&D, and consumer insights - Consumer insights revealing test priorities Shopify dashboards cannot surface - Build versus buy decision framework centered on maintenance bandwidth and internal stewardship - Tech debt risk when building analytics infrastructure during rapid LLM advancement - Creating semi-power users of data platforms through AI conversational interfaces - Why LLMs handle analytics better than creative applications currently