Loren Eckart
Founder, Vision Growth Labs and VGL Studio
Everything published here is written under one name, because the perspective comes from one place: building, scaling and exiting companies, and now sitting inside a number of growth-stage businesses at the same time.
I am an entrepreneur and growth operator by background. I spent years scaling B2B sales from inside founder-led companies, across software, analytics and digital transformation, through several ventures and exits. Vision Growth Labs came out of that experience rather than out of a consulting practice, which is why the work looks the way it does.
What I kept seeing from the operator seat was the same pattern. Most companies have more growth available than they can see, and the constraint is almost never effort. It is that nobody owns the question of what else is possible, and the opportunity usually sits between two functions where it belongs to neither. That observation is still the centre of everything VGL does.
The second thing I kept seeing was that every path past the wall broke the arithmetic. Hire a CRO, retain an agency, buy a data platform, build a GTM team before the motion is proven. Each one costs more than the pipeline it produces, and each one is the standard advice. That is the problem VGL Studio was built to solve.
What I work on now
VGL Studio is the operating arm: AI Managed Pipeline for companies whose top of funnel is manual or spread across disconnected tools, and AI Build Lab for the systems a company needs but cannot practically staff for. Both exist because AI changed the economics of growth, not because AI is interesting. A capable operator now has the leverage of a much larger organisation, and capabilities that used to require a real team are within reach of companies that could never have hired one.
Alongside that I work as a fractional growth partner through Vision Growth Labs, embedded with leadership teams rather than advising from outside. The two are related deliberately. VGL sees the opportunity. Studio builds the capability. What we build for clients is the proof that the thinking holds.
What I believe
Growth is not a department, it is a business capability. Every company has hidden growth. Win first, then scale, because automation multiplies whatever you point it at including a bad assumption. Growth is art and science, and knowing which lever matters now is the part that is not in any playbook. The fastest route into a market is often through someone already in it. And AI does not replace operators, it makes good ones considerably more dangerous.
Those six are set out properly on the concepts page, and everything in the knowledge hub traces back to one of them.
Writing
I write the Insights pieces and the answers in the knowledge hub. There is no ghostwriter and no content team producing under my name. That constrains the volume, which seems like the right trade for material meant to carry a point of view.