Photo by: charlesdeluvio

For many years, business growth was mainly connected to sales, marketing and business development. Companies had clear roles for each area, with executives responsible for finance, operations, technology and revenue. Innovation was often handled by technology teams, while partnerships were managed separately. Today, those lines are becoming less clear. Technology is changing the way companies work, and a new type of executive is becoming more common: the Chief Growth & Alliances Officer, or CGAO.

The CGAO is a relatively new position, and companies may define the role differently. In general, the executive is responsible for finding new ways for a company to grow by bringing together partnerships, customers, technology and business strategy. Instead of focusing on just one department, the CGAO looks at the bigger picture and asks where the next opportunity may be.

Jason Rosenfeld, Chief Growth & Alliances Officer at NewRocket, is one example of a leader working in this type of role. His background includes consulting, technology services, sales, strategy, marketing, innovation and partnerships. That experience gives him insight into different sides of a business and how they can work together.

The need for this type of leadership is growing because businesses are facing more competition and faster changes in technology. Companies cannot always depend on selling the same products or services year after year. They have to understand what their customers will need in the future and find new ways to meet those needs.

Partnerships are an important part of that process. Technology companies often work with software providers, consultants and other businesses to offer customers more complete solutions. A strong partnership can help a company reach new customers, gain access to new technology or offer services it could not provide on its own.

Having a large number of partnerships does not automatically create growth. Companies need to understand which relationships are actually useful and what each partner brings to the table. This is one area where a CGAO can make a difference. The role often involves finding the right partners and figuring out how those relationships can create real value for customers and the business.

Artificial intelligence is also changing what growth leaders need to understand. Businesses are investing heavily in AI, but simply adopting new technology does not guarantee success. Companies have to figure out how AI can solve real problems, save time, improve customer experiences or create new opportunities.

Growth leaders increasingly need to understand technology, even if they are not the people building it. They need to recognize what new technology can do and, more importantly, understand where it makes sense for their customers and their business.

Rosenfeld has been part of the conversation around the growth of artificial intelligence and the move toward agentic AI. This refers to technology that can complete more complicated tasks with less human involvement. These systems could change how businesses approach everything from customer service to internal operations. Companies will have to decide where these tools make sense and how they can be introduced responsibly.

Customer feedback is another important part of the CGAO role. Companies can spend a great deal of time developing new ideas, but customers ultimately determine whether those ideas are useful. Talking directly with customers can help businesses understand what problems need to be solved and where new opportunities may exist.

This creates an important balance for growth leaders. They have to pay attention to what customers need today while also thinking about what they may need in the future. The best opportunities are not always obvious, and they may come from changes that are still developing.

The CGAO role is still taking shape, and it is not clear whether every company will eventually have one. Some businesses may continue to place these responsibilities under a chief revenue officer, chief strategy officer or another executive. Other companies may decide that growth and partnerships have become important enough to require their own leadership position.

One thing is becoming clear: businesses need leaders who can connect different parts of an organization. Technology affects sales. Partnerships can lead to new products and customers. Customer feedback can influence innovation. Innovation can create new markets.

The CGAO sits in the middle of those connections.

Leaders such as Rosenfeld provide an example of how this approach is developing. The bigger story, however, is about more than one executive or one company. It is about how businesses are changing the way they think about growth.

Technology will continue to evolve, and companies will need leaders who can understand change, build useful relationships and turn new ideas into practical opportunities. The CGAO may become an increasingly important part of that process.

Ultimately, the success of the role will not come from the title itself. It will come from whether these leaders can help companies find new opportunities, create meaningful partnerships and deliver results that matter to both customers and the business.