How I Help

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They show up in conversion, acquisition, inventory, or margin—but the root cause is usually how the system is working together.

I work directly with founders and leadership teams to identify where the system is breaking down and fix the parts that drive revenue, margin, and cash flow.

I work across ecommerce, marketing, operations, and reporting to improve performance where it matters.

• Turned around a U.S. DTC business to profitable EBITDA, stabilizing cash flow and restoring financial control
• Scaled an ecommerce business to $3M and exited
• Doubled ROAS by segmenting audiences and restructuring funnels across paid media and conversion
• Owned ecommerce P&L across pricing, product, marketing, operations, and fulfillment

• Stepping in where performance is off and the drivers aren't clear
• Improving revenue and profitability by aligning how the business operates
• Connecting marketing, product, and customer experience into one system
• Driving coordination across teams to remove friction and wasted effort
• Executing operating plans that translate into measurable results

Conversion issues rarely start on the page where they show up.

I evaluate how traffic, messaging, product, and checkout work together—and where friction is introduced across the journey.

This typically leads to:

• Clearer product positioning that aligns with traffic intent
• Higher conversion without increasing spend
• A smoother path from first click to purchase

• Identifying where spend is driving growth vs where it’s masking inefficiency
• Evaluating how acquisition, conversion, and margin work together across the system
• Restructuring campaigns and funnels to align with audience segments and buying intent
• Improving efficiency by reallocating spend, not increasing it
• Turning paid media into a predictable driver of revenue and contribution margin

• Reporting and attribution don't always reflect what drives revenue
• Connecting analytics, media, and customer behavior into a clear view of revenue and margin
• Evaluating attribution across acquisition, conversion, and retention
• Identifying where revenue is gained, lost, or misattributed
• Turning reporting into decisions about where to invest, cut, or fix

• Pricing and promotions often compensate for parts of the engine that aren't working together
• Evaluating how pricing, acquisition cost, and margin work together
• Identifying where discounting is masking weak positioning or inventory pressure
• Restructuring product mix and merchandising to support margin and sell-through
• Aligning pricing with acquisition, inventory, and contribution margin

• Operations often become the constraint on growth
• Evaluating fulfillment workflows and inventory flow to identify bottlenecks
• Connecting ecommerce, warehouse, and customer service to reduce friction
• Improving processes to reduce cost and improve customer experience
• Aligning operations with the pace and demands of the business

• Execution often breaks down when priorities aren't clear
• Providing oversight across ecommerce platforms without bias toward tools or platform preference
• Ensuring vendors and internal teams are aligned and accountable to outcomes
• Prioritizing technical and marketing work based on impact, not activity
• Ensuring execution supports revenue, margin, and growth

• Stepping in to provide ecommerce leadership while founders and teams stay focused on running the business
• Diagnosing what's holding back revenue, margin, or growth
• Leading targeted initiatives to improve performance and profitability
• Supporting founder-led businesses through periods of transition or scale
• Helping stabilize and realign the business when growth has stalled

I work directly with founders and leadership teams, stepping into key areas of the business while they stay focused on running it.

Engagements typically begin with a focused diagnostic to identify what’s actually holding the business back, followed by either advisory support or hands-on execution across ecommerce, marketing, and operations.

The goal is to improve revenue, margin, and cash flow in a way that holds up over time.

If growth has slowed, margins are under pressure, or the business feels more complicated than it should, that’s usually where I step in.