Kim Harvey
I grow brands and scale businesses, holding margin and brand authenticity.
From head of digital, chief marketing officer to GM owning the full P&L. Seven years in fashion e-commerce with a 93% average annual growth rate, EBITDA at 28% on average, and a team built from 5 to 25. Entrepreneurial spirit and AI-native, automating 280 hours per month and counting.
Key results
noteworthy outcomes
Some recent work.
Australian fashion house, a seven year success story.
+48% output
Redesign and rebuild of distribution centre achieving a 48% increase in output and productivity with no new headcount.
I had been operating as CMO and COO at this time. Due to growth in FY26, our warehouse was not set up to handle the scale nor the speed required. Re-stocking best sellers and receiving new collection goods was creating a bottleneck that was causing inaccuracies, stock flow and space issues.
Engaged 3 consultants to cost and design three distinct approaches to the physical space. I also reviewed the freight schedule and seasonal bulk order methods. I specifically advised against any robotic or automated pick/pack technology due to our geographic location. Making this kind of investment without being able to deliver same-day delivery to our customer was not strategic. The final design, layout and transition plan was developed and overseen by myself. Every procedure and training manual was reset, and new standards implemented.
- Productivity and output increased by 48%, with zero new hires
- The location is set to sustain growth for the next 5 years
25% cost savings
Cut freight costs by 25% per year.
Any e-commerce business works to find solutions for, and manage freight expenses. For this brand in particular, maintaining free shipping and free returns for customers was non-negotiable.
I questioned everything about the traditional courier system. With a thorough review of the market, I scoped and ran a pilot program with a new mixed-carrier method designed for efficiency and service. We signed new international freight partners and renegotiated those we wanted to keep. New rates meant new charge codes. The next biggest opportunity was packaging. I developed an 8-box system strategically sized to ensure 70% of parcels would be shipped in the lowest volumetric weight band. This alone delivered 15% in savings. The final compounding win was a ~$4k equipment purchase that ensured unloading on-site would save ~$8k a year, every year after.
- Freight costs reduced by 25% annually
280 hrs automated
Gave the marketing team back 280 hours a month through AI, automation and redirected their work to value.
This dedicated team supported exceptional growth, and with that came a new challenge: the way we work. Administration and task repetition costs businesses billions. We either needed to transform, or hire 3–4 new senior team members to sustain the creative and technology work we now required. The team spent more hours creating reports than they did delivering solutions to the insights within them. They spent valuable hours downloading files and analysing UGC dialogue - while the creative velocity Meta needed was under-delivering.
I mapped every minute of the team’s week and automated 55% of it. Every platform in the tech stack was put under review. Every task and micro-action was measured and logged. I scoped a transformation plan with key requirements: remove bottlenecks, remove all low-value work, consolidate technology into a simple stack with open APIs. Anthropic, Monday, Make and Vercel became the backbone of agentic automation. Old platform subscriptions were cancelled and where I couldn’t find a solution in the market, I developed a simple tool using Claude Code myself.
- 280 hours available to the existing team to focus on: insights, creative output, CRO, personalisation, experimentation
- A net cost to the business of $18,000 annually
- AI automation and workflows now operate across reporting, creative analysis, planning, project management, catalogue hygiene, and much more
−20% in wages
Replaced a spreadsheet-reliant product function with a fully integrated PLM platform. Delivered an extra 120 hours in staff time back per month.
What started as a question on finding cheap ink for the printer - resulted in the overhaul of a department. That question pulled a thread: a product function running on duplicate spreadsheets, version control and communication in chaos, sampling costs climbing, sample freight unmanaged, and no real visibility of 20 years of IP.
When I was asked about the cost of ink, I went home that night and could not put it down. The notion of running a product team within a lean and entrepreneurial business where solutions existed in printing costs - I felt that the team’s progression was at risk. I scoped the real problem, and interviewed every product lifecycle software solution in the market. With a clear list of requirements, I spoke to 18 platforms in total and brought the team into the process when I had 2 platforms left on the table. From there, I allowed the team to select the platform - led the onboarding and rollout of integrations. PLM went live in 2026 with the team trained, international suppliers onboarded, and the excel spreadsheet system obsolete. We eventually removed the printer from the office.
- Headcount down 20% and an additional ~120 hours saved per month
- Sampling costs and time-to-market were trending down within six months
+43% in FY26
Turned scarcity into a repeatable growth model.
The brand was driven largely by its wholesale revenue stream back in 2019. Within the first 12 months, revenue was up 550%. The brand continued to grow at an average rate of 93% YoY across 7 years.
I brought proven strategies from other sectors and applied them to e-commerce. At the time, it appeared that no other fashion brands were executing the same way. I fired existing agencies - they sold the brand on pitch decks with no substance and were pouring money into existing customers. I audited every channel and built the framework: lead generation and email list building, storytelling, exclusivity, hype, and sell-out. Collections were designed to sell out. Quantities were light on purpose. We allowed the customer to drive demand - with restocks and a pre-order model that fuelled growth at speed. Supported by a drop sequence that moves stock and builds momentum. The real magic (which couldn’t be measured), was in how the brand’s proposition and message needed to be refined and be centred on its founder. A person of authenticity and integrity, and completely without ego. This, along with many other strategic decisions, built a cult-following around a luxury product that was affordable.
- A loyal customer base with 60% repeat purchase rate, consistent top-line growth YoY with margins held high
- aMER maintained at 3.1×, profitable CAC, and CLTV increase of 40%
past projects
Earlier years.
National Campaigns
Responsible for digital strategy behind the campaign that led to the implementation of the NDIS. Lead strategist on government campaigns, the Luke Batty Foundation, the Education Union, and South Australia’s submarines project.
Redefining Value: Member-based Organisations
Drove member-organisation retention and acquisition, lead design-thinking value-proposition redesigns for legacy organisations, and won major government tenders.
300% growth in retention marketing revenue
A robotic home appliances brand were leaving money on the table every minute of the day. A simple audit uncovered major issues with their automated journeys both pre and post purchase. A complete overhaul both structurally and creatively, delivered a 300% increase in attributed revenue from Klaviyo within the first 3 months.
Making Sense of Complexity
The Australian Food Network does important work, but its messaging and digital eco-system were preventing the organisation from getting through. Over a 90-day project I audited every platform and visual identity, and delivered one cohesive communications strategy with 20 clear recommendations and a 3-stage rollout plan.
Reliable foundations
Skillset and tech stack.
A wide scope, endless bandwidth and a relentless pursuit of doing better.
- Leadership & performance
- P&L & commercial acumen
- Growth & ecommerce
- Systems & transformation
- AI-native operations
chat with me (the AI version)
Ask me anything.
An AI assistant trained on my experience - answers here are a guide, and AI can make mistakes.
career to date
Working history.
General Manager & Chief Marketing Officer Zoe Kratzmann
P&L owner of the business delivering growth with high margins. Responsible for technology and investment decisions. Developed international growth strategy. Built the team from 5 to 25, improved warehouse efficiency, delivered digital transformations across departments, and scaled productivity through AI and automation.
Head of Marketing & Digital Zoe Kratzmann
Delivered YoY growth of 93% on average. Developed and executed strategy across every channel. Responsible for agency investments, new channel opportunities, and owner of entire digital function across CRO, email, calendar, stock orders and re-orders, media spend, SEO, design and creative execution.
Head of Strategy Mo Creative Marketing
A digital consultancy with a unique proposition: agency-level output at freelancer prices. Developed new service lines for the agency and refined its methodology in client strategy development, resulting in 4 new retainers within the first 2 weeks. Responsible for 300% growth in retention marketing revenue for a DTC brand in robotic appliances.
Head of Creative & Technology Essential
Led the agency through a major restructure. Spearheaded the thinking and development of the company’s product development and innovation. Delivered a new creative concept development and testing process and delivered the rollout across the business. Lead strategist on government campaigns, the Luke Batty Foundation, the Education Union, and South Australia’s submarines project.
Head of Digital, Advertising & Production Essential
Led a 7-person team to execute all digital and advertising campaigns across web, social media, email and traditional platforms. Responsible for digital strategy behind the campaign that led to the implementation of the NDIS. Led the digital campaign alongside WWF protecting the Great Barrier Reef.
Bachelor of Communication & Media Studies (Digital)
Associate’s Degree - Leadership & High-Performance Teams
Associate’s Degree - Data Analytics
Advanced Leadership & Practical Management
Leading Innovation: Strategic Design & Systems Thinking
about me
I spent my early years as a digital strategist and excellent doer. I still have a deep love for execution and am utterly obsessed with technology. Growing businesses I believe in - evolving the people and systems that drive it - and solving complex problems truly gets me out of bed in the morning. There is no such thing as work life balance for me - I find the work thrilling. I’m a mix of drive, ambition and joy. I am not an active user of LinkedIn and am not a fan of industry jargon or speaking in false complexities. Outside work it’s family, our son, two dogs, and a standing argument that ice cream is a food group.
If you’re reading this - thank you for being here. I’m hoping we’ll chat.