Growth is either achieved organically or you are just forcing your way to a lucrative exit without bringing any value. Artificial and forced growth is toxic for the economy at large.
The rest of the roles mostly make sense although I believe some of them can be merged so further savings can be accomplished.
I explain to everyone about my role that it's not the responsibility of the Growth team to deliver Growth, it's our responsibility to put Growth more under the companies control. We act like a team of scientists to empirically try and understand what drives our growth and then build out systems, tools and processes to measure & improve those factors.
YC has a good guide on what kinds of roles a Growth team is responsible for and what good Growth people do: https://blog.ycombinator.com/growth-guide2017/
Bringing real value for customers should weigh much more than the approval of a bunch of golfers.
"Growth" in the terms you describe should be more like "marketing": what other market niches can we fill, are our prices reasonable, can we expand to country X, etc.
I've also seen it used as a a C-level title for head of sales (along with Chief Revenue Officer). In the cases where I've seen the role be a head of sales, it usually indicated that the sales org took a very active role in dictating the rest of the companies priorities.
It's sort of like data science teams - some data science teams are truly data science teams in the traditional sense of the word, doing advanced statistical and machine learning work. While other data science teams are just doing basic reporting but under a more politically valuable moniker.
A million years ago when I was young the IPO market used to be the end of the bullshit, you actually had to make money and have a long term plan. That is no longer true, the fictional growth narrative is demanded over actual money now.