02 — Services
We work on four areas that tend to matter most in the operational life of a DTC brand. The work overlaps in practice. A conversion problem is sometimes really an acquisition problem; an acquisition problem is sometimes really a product problem. We try to be honest about which is which.
i — Service
Most paid media work in DTC fails for one of two reasons. The creative isn't doing the work, or the account structure is masking what's actually happening in the funnel. We do more diagnosis than a typical engagement allows, and the result is acquisition programs that hold up over more than one quarter.
Paid social strategy and execution across Meta and TikTok. Creative testing infrastructure designed for iteration speed. Account structure rebuilds. Attribution sanity-checks against actual transaction data. Budget allocation across channels and stages.
Brands spending somewhere between $30k and $400k a month on paid, where the account is either underperforming or where growth is happening but no one is sure why.
Very early-stage brands where the right answer is to spend less on media and more on the product or the offer. We'll tell you when we think that's the case.
ii — Service
Storefronts and funnels accumulate cruft. Page elements that made sense in one campaign linger after the campaign ends. A/B tests get shipped but never followed up on. Mobile experience drifts behind desktop. Most brands at any kind of scale have meaningful gains sitting in their existing traffic that nobody is mining for.
Our work here starts with shopper behavior, not opinion. We look at how people actually move through your storefront with session recordings, heatmaps, and structured user testing, then we redesign the parts that matter.
Storefront audits with prioritized recommendations. Structural redesign of PDP, cart, and checkout flows. AOV programs including bundles, upsells, and post-purchase. Mobile-specific optimization. Test infrastructure for ongoing iteration.
Brands with at least a few thousand sessions a week, where the gut feeling is that conversion should be higher than it is.
Brands with traffic so low that conversion optimization is statistical noise. In those cases the leverage is upstream.
iii — Service
The least-discussed part of running a DTC brand is the operational layer that keeps it running. Supplier coordination, inventory and demand planning, fulfillment partner management, customer support infrastructure, returns handling. Most brands either build this in-house from scratch every time (expensive) or hire a 3PL and forget about it (risky). Neither is right for most situations.
We work on this layer with brands that have outgrown the founder-does-everything stage but haven't yet built a dedicated ops team.
3PL evaluation and transitions. Inventory planning processes. Supplier diversification strategy. Customer support infrastructure including tooling, processes, and vendor selection. Returns and exchanges policy and operations.
Brands doing meaningful volume where ops problems are starting to show up in the P&L. Too much capital tied up in inventory, fulfillment costs creeping, support ticket backlogs, returns rates that are unclear.
Very early brands. The right answer there is usually to ship the simplest thing that works and revisit when there's a real reason to.
iv — Service
Sometimes the right engagement isn't execution. It's a focused conversation with an operator who has seen the situation before. We do a small number of these per quarter, usually for founders who don't have a peer with relevant operating context to think through a specific decision with.
These are bounded in scope. We aren't a CMO-as-a-service offering. Typical engagements run two to four hours of working session plus follow-up async, on a specific question. A channel mix change. A hire decision. A question about whether to keep pushing on a category that's struggling. A pre-launch operational sanity check.
Founders making a specific decision who want a second view from someone who's run a similar play.
Open-ended “help me figure out the strategy” conversations. Those go better when we have time to dig in properly through one of the other engagement formats.
Engagement formats
i.
A two to three week focused diagnostic. Output is a written deliverable with prioritized recommendations and a roadmap. Sometimes leads to a longer engagement, often doesn't. Useful when you want a structured outside view before committing to anything bigger.
ii.
A defined-scope build or rebuild, four to twelve weeks typically. Used for specific work like an acquisition rebuild, a storefront restructure, an ops transition. Fixed scope, fixed timeline, fixed price.
iii.
Monthly engagement, three-month minimum, often runs longer. Used when ongoing operator attention is needed across multiple areas. We keep retainer slots intentionally limited.
For all three formats, we work with a small number of brands at a time. We don't take on engagements we can't give meaningful attention to.