Jennifer L. DiMotta, 100+ Brands, 7x Growth, 30+ yrs Founder Experience | Founder of Uprisors Growth Partners | Speaker | Author | Board Member
100+ Brands, 7x Growth, 30+ yrs Founder Experience | Founder of Uprisors Growth Partners | Speaker | Author | Board Member
- 13.6K followers
- 34 posts / 60d
- 0.3% avg engagement
- 741 follower growth / 30d
Jennifer L. DiMotta ranks #522 of 18,993 creators on the LinkedIn Ranking, working in Management Consulting and based in United States. They have 13.6K followers and published 34 posts in the last 60 days at a 0.3% average engagement rate.
The roast
Jennifer’s company is called Uprisors, which is a fitting name because that is exactly what her engagement metrics do when she posts, they rise, then immediately die. She claims she works side-by-side with founders to fix their bleeding cash, which is ironic considering her content is currently hemorrhaging relevance to 99.7% of her own audience.
About Jennifer L.
I work side-by-side with founders building businesses between $5M and $25M who want to grow profitably. Most have hit that messy middle: → Growth is happening, but it's not sustainable → Profit is tight or unpredictable → You're wearing too many hats → The team is stretched That's where Uprisors Growth Partners comes in. 💥 My track record: → PHE Inc.: $22M to $50M in 3 years → RestockIt: $13M to $26M in 2 years → Hayneedle: $2.4M to $65M in 3 years → Bluemercury eComm: $1M to $16M in 2 years → Sports Authority eComm: $50M to $250M in 2 years → Plus, 3 DTC brands with triple-digit growth in under 24 months How I help: ✅ Deep business audits that surface what's working (and what's bleeding cash) ✅ Strategic plans with 25+ clear, actionable growth moves ✅ Team and org redesigns to get the right people in the right roles ✅ Operational and financial rhythms that seamlessly move people and strategies forward ✅ CEO advisory so you're not carrying it all alone I don't drop a deck and disappear. I roll up my sleeves with founders and leadership teams to build what's next—together. Tested strategies and operational muscle to move faster, profitably. I've been a CMO, CRO, CDO, and CEO. I sit on a public company board. I've led in both turnaround and high-growth environments and I've built my own path from the ground up: single mom at 22, $9/hr paycheck, and zero shortcuts. That grit still shows up in how I operate today. Who I work with: — DTC and omnichannel founders ready to play the long game — Investors and PE firms who need a seasoned growth partner — High-integrity leaders who care as much about people as profit Ready to break through? Let's talk about your assessment. DM me or reach out at Jennifer@uprisors.com
Highlights
- Top 5% Creator
: 34 posts in 30 days
- Top 5% in United States
: Ranked #190 of 5851 creators
- Top 5% in Management Consulting
: Ranked #25 of 503 creators
- Top 10% Audience
: 13,575 followers
Recent posts
HARD TRUTH FOR FOUNDERS: YOU DON’T NEED ANOTHER STRATEGY. YOU NEED TO EXECUTE THE ONE YOU ALREADY HAVE. Before you throw out the strategy and build another one, answer one question: Did the strategy fail, or did the execution of it fail? Those are two very different problems, and I see founders spend a shitload of time solving the wrong one. Strategy is fun. You get the leadership team in a room, talk about where the business is going, make some decisions, set priorities, and walk out with a plan. There’s energy around it because it feels like progress. Execution is a hell of a lot less ex
29 reactions · 14 comments · 0 reposts
LEADERSHIP LESSON #73 BEFORE YOU BLAME THE PERSON CLOSEST TO THE PROBLEM, MAKE SURE THE PROBLEM DIDN’T START WITH YOU. I read Extreme Ownership by Jocko Willink years ago, and there’s one idea from it I come back to all the time: when something goes wrong on your team, look at yourself before you start looking for who screwed it up. Accountability requires you to be brutally honest. And not just with the person who dropped the ball. You have to be willing to be brutally honest about your part in it too. Did they know exactly what was expected, or was it obvious to you so you assumed it wa
21 reactions · 5 comments · 0 reposts
You can know exactly how a well-run business is supposed to work and still struggle to actually run one. I see this with really smart founders. They’ve read the books, joined the peer groups, built the scorecards, and put the right meeting rhythms in place. They’re not short on information. But somehow, the same priorities keep rolling into the next quarter and the same problems keep showing up in a slightly different form. At some point, that’s not a knowledge problem. It’s an operating problem. And adding another framework probably isn’t going to fix it. That’s what I’m getting into in th
26 reactions · 2 comments · 0 reposts
Last updated 2026-08-01