Wladimir Delcros

Wladimir Delcros – Building Growth the Way You Build a Product

Growth is not a department. It's not a series of hacks or channels.

Growth is a discipline. It's a way of thinking about the product, the market, the user. And above all: it's a business engine.

For the past 10 years, I've been building growth engines for SaaS companies. Sometimes with zero budget. Sometimes starting from a blank slate. Always with method, conviction, and a sharp focus on results.

The Starting Point: A Product-First Instinct

Before thinking about acquisition, I think about experience. Before buying traffic, I make sure we're converting what we already have. I forged this product instinct by challenging every step of the user journey: activation, retention, expansion.

I've learned to read data like a language. Churn is never inevitable. A barely used feature is often poorly packaged. A low conversion rate almost always hides a misunderstood friction point.

The Approach: A Craftsman of Systems, Not Fireworks

I've never believed in isolated "quick wins". I believe in systems.

I join a company to understand its product, its customers, its channels, its metrics, and then I build a predictable machine.

Sometimes it starts with a funnel. Sometimes with a dashboard. Sometimes with a complete go-to-market overhaul. But the goal remains the same: generating predictable, sustainable, and scalable growth.

The Mindset: Full-Stack Growth, No Bullshit

I've worked with sales, PMs, devs, designers, founders.

I've done scraping when we needed to pull 10K contacts in 3 days. I've iterated on wording 20 times for a +40% lift in demos. I've automated complex workflows to save SDRs 3h/day.

I'm comfortable with the tools (Supabase, GA4, Mixpanel, Hubspot, Notion, Zapier, N8N...) but above all with strategy. And I have no problem getting my hands dirty when we need to ship fast.

What I'm Looking For: Growing Products That Deserve It

I'm not looking to sell more. I'm looking to grow better.

If the product is good, if PMF is there, if the ambition is clear, then I can activate the machine.

Otherwise, I push back. Because no growth strategy will ever make up for a shaky product or fuzzy positioning.