Ecommerce & Digital
Built and scaled from zero.
Most ecommerce leaders come from marketing. This one comes from building international businesses, managing the supply chain, absorbing the losses, and rebuilding when it fell apart.
I did not move into ecommerce from an agency or a growth team. I built it as a founder-CEO, scaling two businesses to multimillion-euro international turnover across 25+ countries. I managed the manufacturing, the logistics, the multi-currency financial exposure, and the marketplace integrations. I also built the ERP that sat underneath it all, because nobody else was going to.
When Brexit destroyed one business's wholesale model overnight, I did not bring in a consultant. I restructured the operation, rebuilt it as a direct-to-consumer ecommerce business, and recovered the majority of lost revenue within 12 months. At higher margins than before.
That history changes how I approach this work. I know where the unit economics break down. I know what a fulfilment operation looks like when it is under strain. I know which platform decisions cause margin problems two years later. And I know how to build the financial infrastructure that makes a scaling ecommerce business controllable.
What I do
Ecommerce Strategy and Operations
Building and scaling direct-to-consumer channels with the infrastructure to support them. Platform selection, product and pricing architecture, conversion, and the operational systems behind the storefront. Fulfilment, returns, customer service at scale. Not just the front end. The back end that makes it run.
Most ecommerce strategies fail at the operational layer. The commercial instinct is there. The systems and processes are not. I build both.
Marketplace Strategy
International marketplace entry and management. Amazon, specialist platforms, country-specific channels across Europe and beyond. Listing strategy, pricing architecture, fulfilment integration, and the financial controls that stop marketplace complexity from becoming a margin problem.
Marketplaces create financial exposure if they are not managed properly. Fees, returns, currency, and tax treatment all need to be understood before you scale. I have managed this across 25+ countries and multiple concurrent channels.
Systems Integration
Connecting ecommerce platforms, inventory systems, ERP, and accounting into a single operational picture. Building integrations that eliminate manual processes and give leadership real-time visibility across channels.
I have implemented NetSuite and Sage in ecommerce businesses, built bespoke API integrations between disconnected platforms, and designed the architecture that growing businesses need before they need it. Done properly, not patchworked.
International Expansion
Market entry with the financial and operational infrastructure to support it. Multi-currency management, cross-border tax and compliance, logistics strategy, and the systems to manage it all from a single finance function.
I have managed active international distribution across 25+ countries as a founder-CEO. I understand what the regulatory, financial, and operational requirements actually look like in practice, not in theory.
Digital Finance and Controls
The financial discipline that ecommerce businesses often lack. Unit economics by channel, margin by SKU, working capital management, and the controls that stop a scaling operation from outrunning its own finances.
Most ecommerce leaders are strong on revenue and weak on the financial architecture underneath it. I bridge that gap. FCA qualified, Big 4 trained, and fully conversant in ecommerce operations.
Outcomes
25+ countries
Two businesses with active international distribution across Europe and beyond, managed as founder-CEO. Manufacturing, supply chain, multi-currency financial management, and market entry built from scratch.
70%+ revenue recovered in 12 months
After Brexit destroyed the wholesale model overnight. Rebuilt as a digital-first ecommerce operation. Revenue recovered at higher margins than before. The ecommerce infrastructure was built from the ground up during the rebuild.
60% faster order processing
ERP implementation reduced order processing time by 60% and cut stock errors by 30% across an international ecommerce operation. Selection, implementation, and full team adoption delivered end-to-end.
Zero to multimillion-euro
Two businesses scaled from startup to multimillion-euro turnover with direct international distribution, across twenty years of founder-level operational leadership.
Who this is for
Consumer goods and FMCG businesses scaling internationally
You have the product and the commercial ambition. You need the financial and operational infrastructure to match. Multi-currency, multi-channel, multi-market. I have built this.
Ecommerce businesses outgrowing their systems
Revenue is growing. The platforms, integrations, and reporting are not keeping up. Manual processes are accumulating. You need someone who can diagnose, design, and implement, not just recommend.
PE-backed businesses with ecommerce as a core channel
The investment thesis depends on ecommerce performing. You need senior leadership with both the commercial ecommerce experience and the financial rigour to make the numbers stack. Most candidates bring one or the other.
How I work
Ecommerce at scale is a finance and operations problem as much as a marketing one. The businesses that struggle are usually not short of commercial ideas. They are short of the infrastructure to execute them at margin.
I bring both sides. The operational experience of someone who has run international ecommerce channels as a founder-CEO, and the financial rigour of a Fellow Chartered Accountant who has managed the P&L, the working capital, and the controls that sit underneath a scaling operation.
Engagements are either strategic (directional, advisory, diagnostic) or operational (hands-on delivery). Most start with diagnosis. Every finance function and ecommerce operation has its own failure modes, and the solution has to fit the business, not a template.
I work at pace and deliver to a standard I would be comfortable defending in a boardroom or an audit.
Let's Talk
If you are scaling an ecommerce operation and need senior leadership that understands both the commercial and financial dimensions, get in touch.
I respond to every serious enquiry personally.
Work With MeFrom the Blog
- What Happened When We Lost Our Biggest Retail Channel Overnight
- Amazon Europe: What the Data Actually Shows
- Ecommerce Exit Planning: What Buyers Actually Look At
- What International Ecommerce Actually Costs: The Numbers Nobody Puts in the Business Case
- How to Manage a Product Launch Financially
- How to Read Your Amazon Analytics: What the Numbers Actually Mean
- Amazon Advertising: What Your ACOS Target Should Actually Be
- Building an Ecommerce P&L That Actually Tells You Something
- Why Your Ecommerce Business Needs a Finance Function Before It Thinks It Does
- Customer Returns: The Hidden Cost Ecommerce Businesses Do Not Model
- Subscription Commerce: The Financial Model Explained
- Multi-Currency Ecommerce: The Financial Controls You Need
- What DTC Really Means for Your Margin
- How to Price for International Markets Without Destroying Your Margin
- International Ecommerce: The VAT Problem Nobody Talks About
- What Your Ecommerce Metrics Are Not Telling You
- The Inventory Problem: Why Stock Management Breaks Growing Ecommerce Businesses
- The Wholesale vs Ecommerce Decision: How to Model It Properly
- How to Choose the Right Ecommerce Platform for a Product Business
- How to Build an Ecommerce Budget That Survives Contact With Reality