Every minute and every action matters.Fiercely dedicated COO, with results across every line of the P&L. From net revenue to net profit, stationery to COGS, wages and media spend.

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.

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.

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.

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.

The brand was driven largely by its wholesale revenue stream back in 2019. Within the first 12 months, revenue was up 900%. 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%.