Applying for: Marketing Strategy & Operations Lead — Lovable
I turn ambitious strategy into a score talented teams can actually play. I build the structure that lets fast people move quickly without creating noise.
Amy Wilkinson
Ex-CMO · Founding growth lead · 11 yrs, 6 teams, 3 products shipped
$400B+
transaction volume scaled
Eleven years, seven teams
$400B+
transaction volume scaled
300M+
ecosystem users reached
11 yrs
in marketing, 4 in leadership
10x
team growth at WalletConnect
Builder — Jan 26 — now
tap a line
Eleven years across six teams — founding marketer at Donut (150 → 35,000 users), growth at Cleo AI (800K → 2M), content lead at Mode and Radix, founding growth lead at WalletConnect, then CMO at Aragon. Consumer fintech, infrastructure, and now AI tooling.
Repeatedly, at every altitude. Donut and Cleo: the first marketing motion where there wasn't one. WalletConnect: the entire growth function from zero — planning rhythms, campaign architecture, reporting, and a team that scaled 10x on it. Aragon: rebuilt the marketing org and its operating cadence during a full brand restructure. Then I made it a product — FounderGrowthOS, an automated execution OS deployed to multiple clients — and ran two more launches on top of it.
Renowned for being neurotically organised. Quarterly planning and OKRs as CMO at Aragon; launch roadmaps and resource plans across a token launch, a 1.5K-attendee conference and every product launch at WalletConnect — alongside the unglamorous small wins. The whole surface, not the headline slice.
Web3 is distributed by default. Every campaign shipped across timezones, contractors and partner orgs — and I led teams that way at both WalletConnect and Aragon. Clarity was the product I delivered internally.
Three products live in seven months, all running on an AI execution layer I designed — plus a clone of myself running as an MCP server my team can call in Slack or Claude Code. Two of the three run near-autonomously with almost no overhead. This page is the fourth.
Three growth motions, live
Since stepping out of my last full-time role to explore what's next, I've been building three live products, each running a different AI-enabled acquisition motion — BD-led, SEO-and-community-led, paid-and-creative-led — with the planning, reporting and execution layer automated by systems I designed. They aren't side projects; they're how I keep a practitioner's read on what actually moves a funnel in 2026, and the playbooks come back into the day job.
10+ years of growth practice encoded into an automated execution OS: planning cadence, campaign structure, reporting and outbound, run by AI agents. Deployed to multiple clients as the marketing function they can't yet hire for.
growth model
BD systems + network-led acquisition
A programmatic acquisition product built on the FGOS sourcing engine: crawl, structure and publish AI jobs at scale, then seed the listings across the communities where jobseekers already gather. Two weeks, 5K activity, zero paid spend — and the channel data feeds back into the OS.
growth model
Programmatic SEO + community seeding (X, Reddit)
The consumer counterweight: an AI agent that aggregates flight, hotel and miles data into daily trip offers, wrapped in a brand built for rapid creative iteration at scale. Deliberately the opposite growth model to the other two.
growth model
Paid social + rapid creative iteration (Instagram, Facebook)
I built a clone of myself that runs as an MCP server — my team can call it in Slack, Claude Code or their editor for a judgement call at any hour. It doesn't replace me; it removes the bottleneck of me being one timezone.
Ask it something (prewritten answers, not a live chat)
Cut it to three outcomes, name an owner for each, and kill anything that can't be traced back to one of them. Then publish the list so nobody has to guess what got dropped.
Fix the one that's blocking other people first, contain the rest with a date, and be honest in writing about which four are waiting. Ambiguity costs more than delay.
That they always knew what they were doing this week and why it mattered — and that the planning never turned into ceremony.
I left my CMO role in December and fully transitioned out in February. I knew I wanted out of Web3; I didn't know into what. Seven months of building later, Lovable is the obvious fit: a team turning ideas into software, where someone who can build the planning layer would actually matter.
No. These products keep my skills sharp inside new ecosystems while I decide on my next major commitment. All three are repurposed outputs of wider research — not businesses demanding my calendar.
FGOS stays a small contracting, weekend-work structure. The jobs board and travel agent run almost entirely automated with little to no overhead. They keep teaching me things; they don't keep me up at night.
No. I'm looking to join an ambitious team working on a product with clear longevity, in a role that keeps challenging me while I help grow it — surrounded by brilliant minds I can learn from.