It's relatively easy to know what to do when everything is working. It gets harder when CAC starts climbing, margins tighten, stock builds, promotions become habitual, and nobody has a clear view of what is actually making money.
We work alongside founders and leadership teams to bring commercial structure back into the business, connecting acquisition, trading, product, stock, margin and the P&L.
Which SKU did we acquire that customer on?
New customer or returning?
What margin did it actually make?
What's the contribution after fulfilment and acquisition?
What else went in the basket?
Are we spending £20k pushing the hero product when another SKU quietly delivers better customers and better contribution?
Revenue is one number. We care about what reaches the bottom line.
We connect the ad account to the basket, the basket to the warehouse, and the warehouse to the P&L.
What used to work on Meta and Google isn't working like it did.
Acquisition is getting more expensive and nobody has properly connected marketing performance to contribution.
Sales look healthy at the top while margin disappears further down.
Discounting has become the answer rather than part of a proper trading strategy.
Strong brand, strong team, but nobody truly owns ecommerce performance end to end.
Range and reorders are driven by instinct, habit or a supplier deal, rather than what actually sells and makes money.
We come in, work out what is actually happening, establish the numbers and the trading rhythm, prioritise what needs fixing, and work alongside the existing team to execute it.
A defined commercial problem that needs solving.
Senior commercial and ecommerce leadership without another permanent senior hire.
Hands-on support through a period of growth, change or recovery.
If any of this lands, it's probably worth a conversation. No pitch, no pressure.
Let's talk