I work with direct-to-consumer and consumer businesses when growth, margin, and operations are no longer working together.

Sales soften. Discounting follows. Margins erode. Cash gets tighter. Sometimes traffic is up and conversion holds, but profit still disappears.

That usually means the problem is not one channel. It is how acquisition, pricing, merchandising, fulfillment, inventory, and execution are interacting across the business.

My background spans full P&L ownership across ecommerce, marketing, operations, and fulfillment.

I have led consumer businesses through profitable growth, margin improvement, and operating discipline by aligning the commercial and operating model behind the numbers.

Earlier, I built and exited a multi-brand ecommerce business with international reach, generating $30M+ in lifetime revenue and 450K+ orders. I owned the business end to end across strategy, merchandising, vendor relationships, operations, customer experience, and channel growth.

More recently, I helped lead a U.S. direct-to-consumer business from sustained losses to profitable operations by improving acquisition efficiency, tightening commercial decision-making, strengthening fulfillment economics, and bringing more discipline to growth, margin, and cash flow.

I am not an agency.

I work directly with leadership teams when the business needs more than channel management alone.

The work starts with understanding how the business actually operates, where the commercial and operating model are out of sync, and what needs to change to improve performance.