The Bottleneck Trap
If you run an inventory-based e-commerce company
between $5M–$50M, does this sound familiar?
Margin Illusion
Revenue is climbing, but you don’t actually know which SKUs are generating real contribution margin. Gross margin looks acceptable, until shipping, returns, discounts, and fulfillment quietly erode it.
Unmeasured Operational Drag
Fulfillment inefficiencies, rising shipping costs, returns, and labor creep quietly compress profit. Nothing looks broken, but net performance never feels strong.
Cash Locked in Inventory
You’re sitting on inventory, yet cash always feels tight. Slow-moving SKUs consume working capital while your top performers can’t stay in stock. Overall turns are slowing.
Reactive Pricing & Discounting
Promotions, discounts, and markdowns drive volume — but at what cost? Pricing decisions feel tactical instead of engineered.
Profit Doesn't Match Effort
You’re working harder than ever, but bottom-line performance doesn’t reflect the scale of effort. Something is absorbing the gain, and you can’t see exactly where.
CEO as the Operating System
Every material decision still routes through CEO — purchasing, pricing, inventory, margin tradeoffs. The business runs, but it runs on your constant intervention.
Profit engineer ADVANTAGE
The distinction lies in clarity and execution. Unlike career consultants who operate purely in the realm of theory, my approach is forged in the high-stakes reality of e-commerce leadership and the fight for profitability at scale. I have made all the mistakes you have made and will make, and I have learned the correct paths forward after years of complex analysis and execution.
I have sat in your chair, leading a company through rapid e-commerce expansion, operational restructuring, aggressive revenue growth, and tightening external factors. I focus on improving profitability in multiple domains, transforming complex operational profitability leaks into the very areas that positively differentiate your business ahead of your industry.
What exactly does the "Engineer" provide?
Core Framework
Systematize Data Collection
Develop Data Visualizations
Conduct Analysis
Formulate & Model Strategies
Execute and Validate Outcomes
Inventory & Working Capital Efficiency
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SKU-level velocity and turn analysis
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Capital allocation by performance tier
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Dead/slow inventory identification and liquidation strategy
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Reorder discipline frameworks
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Vendor lead-time optimization
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Out of stock vs overstock risk modeling
Result: Inventory funds growth instead of restricting it.
Direct Cost & Margin Optimization
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Fully loaded contribution margin modeling
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Freight, returns, fulfillment, and payment fee allocation
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Pricing discipline & discount impact analysis
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Supplier cost negotiation strategy
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Packaging and shipping optimization
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Promotion profitability modeling
Result: Revenue translates into real profit, not surface-level gross margin.
Overhead & Structural Discipline
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Departmental cost benchmarking
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Labor efficiency analysis
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Software stack rationalization
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Warehouse & fulfillment footprint evaluation
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Organizational role clarity
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Executive KPI and accountability rhythms
Result: Overhead becomes proportional to performance, not reactive to growth.
HOW WE WORK
Executive Partnership
A retained executive partnership that provides consistent operational leadership and execution without the ongoing overhead of a full-time executive or the friction of hourly consulting.
Integrated Cadence
I am fully integrated into your leadership cadence, participating in meetings and strategy to drive execution across the entire team.
Outcome Oriented
Focused exclusively on measurable financial and operational progress. I prioritize profitability by eliminating margin leakage, improving inventory economics, strengthening working capital efficiency, and removing founder-dependent decision bottlenecks.
Measured Value
Value is measured in progress and organizational clarity, not hours. We provide the decisiveness needed to turn strategy into lasting growth.
Strategic Intensity
I work with a select, limited number of companies to ensure high intensity is going toward delivery on services. Hours, Days, and Weeks matter in driving improvements, not just Months, Quarters, and Years.
I build systems that reduce owner dependency, turning business operations into a reliable engine that generates sustainable enterprise value.
Asset Thinking
Ideal Client Profile
Who This Is For
- Physical inventory-based e-commerce companies
- Revenue between $5M–$50M
- Companies experiencing profit strain during growth
- Leaders who value accountability and decisive action
- Companies in urgent need of turnaround
Not For
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Companies with only virtual goods
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Companies looking for hourly task-based help
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Companies unwilling to embrace change and move quickly