TractionIRL helps B2C brands build and scale their digital commerce engine — with the strategy, structure, and execution discipline that turns effort into revenue.
You have a team. You have tools. But strategy, effort, and results aren't clicking together — and you're not sure why.
You're spending on ads, platforms, and people — but the margin story is murky and top-line growth is harder than it should be.
A full-time VP is too much overhead right now. But the gap is real and it's costing you every quarter.
You're mid-migration and it's eating the team alive. No one owns it with the right level of seniority and commercial judgment.
That's where TractionIRL comes in.
I partner with B2C brands as a fractional executive or project-based consultant — embedding the strategy, processes, and frameworks your business needs to grow online. That includes a considered approach to AI — sequenced to where the business actually is, grounded in the team's readiness, and aligned to the organisation's own values.
Revenue planning, channel mix, margin discipline, and trading rhythms built around real commercial outcomes — not spreadsheet theory.
From platform selection to go-live — Shopify, Amazon, Walmart, and beyond. Built to generate revenue from day one, not month twelve.
Paid, owned, and earned channels built around CAC and LTV — not vanity metrics. Strategy that ties directly to your P&L.
The org design, vendor bench, and AI roadmap that can actually execute — matched to your team's maturity, not the latest trend.
My approach to AI is selective and sequenced. The right tool for the right problem — informed by where your organisation actually is, not where the hype says you should be.
Many businesses need to reach the current generation of digital commerce before adding an AI layer on top. Getting the data, the platform, the team, and the P&L fundamentals right isn't falling behind — it's building something sustainable. A strong foundation generates profit. A sophisticated AI layer on a weak one generates complexity.
When the foundation is right, AI creates real leverage — particularly in helping teams spend less time on report-building and more time on insight and decision-making. I work with tools across generative AI, agentic workflows, and AI-native analytics — and I weigh company values and ethical considerations before recommending any of them.
After 15 years building and running digital commerce programs at brands like Levi's, Hershey, and Amazon — managing P&Ls from $50M to $450M, leading 26-person global teams, and taking products from idea to storefront across four continents — I decided to take everything I'd learned and put it to work for the brands that need it most.
The companies that hire me aren't usually broken. They're capable teams with real potential that just haven't found the right system yet. Strategy is scattered. The team is running hard but not in the same direction. The tech stack is patchwork. The P&L has potential but the margin story is murky.
My job is to bring the order. And then help you scale it.
Strategy without execution is just a slide deck. I build both.
Every constraint is an opportunity in disguise. I've built great things with limited resources and I know how to make them count.
Junior teams are an asset, not a liability — with the right structure and coaching, they outperform.
The best digital commerce isn't about the tech — it's about understanding the customer and the commercial model. The tech is just plumbing.
I hold an MBA from the Kellogg School of Management and have participated in executive programs at Harvard Business School. I split my time between Toronto, Canada and the Bay Area, California — and work with clients remotely and on-site across North America and internationally.
On AI: I'm a genuine believer in AI as a productivity multiplier — particularly for helping teams spend their time on the work that matters. I'd rather a team spend an hour interpreting data and making decisions than building the report that contains it. I work with tools across generative AI, agentic frameworks, and AI-native analytics — including Claude, Perplexity, and a growing set of vertical-specific platforms — and I bring that into my own practice as well as the teams I support.
That said, my approach is selective and sequenced. Before any AI recommendation, I weigh the organisation's digital maturity, the team's current capability, the specific problem being solved, and the company's own values and ethical considerations around AI. Many businesses are better served by reaching the current generation of digital commerce first — and that work builds a profitable, sustainable foundation that AI can genuinely amplify when the time is right.
My cats are non-negotiable advisors. They attend every strategy session and have strong opinions about prioritization. (Not available for hire separately.)
Not a parachute-in, deck-and-leave consultant. I work inside your team, your data, and your commercial reality — as a fractional executive or on a defined project basis.
An ongoing monthly retainer — typically 15–20 hours per week — where I function as a senior member of your leadership team. I'm in your Slack, on your calls, reviewing your team's work, owning your vendors, and driving your digital agenda every week.
A defined-scope engagement with a clear brief, deliverables, and timeline — typically 6–12 weeks. I come in, do the work at the level it needs to be done, and hand off something your team can use and run with.
AI in digital commerce is a genuine opportunity — and one that rewards a thoughtful approach. Before recommending any AI tool or workflow, I work through four considerations with every client:
Is the business operating with clean data, a stable platform, and defined commercial processes? Reaching current-generation digital commerce is often the highest-ROI move available — and it creates the foundation that makes any AI investment actually work.
AI tools are most valuable when the team can interpret, challenge, and act on their outputs. A big part of my AI work is helping teams build that fluency — so they spend time on insight and decisions, not on building the reports and decks that AI can produce for them.
AI decisions carry weight beyond the technical. Data use, transparency with customers, model bias, and workforce impact all matter — and they should be part of the conversation before any tool goes live. I help clients think this through, not around it.
AI adoption is a journey, not a switch. I build roadmaps that start with high-value, lower-complexity applications — workplace productivity, generative content, AI-assisted analytics — and sequence toward more sophisticated agentic workflows as the organisation's capability and confidence grow.
Industries I serve: Any B2C business with a digital commerce problem to solve. I have deep experience in apparel, CPG, home goods, pet, health & wellness, outdoor — and I'm actively working in education and professional services. If you're selling to consumers and digital is how you grow, let's talk.
Every engagement starts with a diagnostic — understanding the commercial situation before building any strategy. The work is specific to each brand's reality, not copy-pasted playbooks. Where AI tools accelerate the work — in analysis, content production, or team productivity — they're part of the engagement. Where well-proven execution gets there more reliably, that's the call.
Situation: Promoted from Director to Head of Global Digital within 10 months. Inherited a $110M digital P&L across 8 owned sites, 3 geographies, and a 26-person team — with no unified platform strategy and a P&L underperforming its brand potential. Needed to simultaneously modernize the platform, grow revenue, and build the org.
Situation: Dockers had significant wholesale relationships with major retailers but no digital dropshipping capability — missing the fastest-growing channel in each retailer's ecosystem. No inventory pre-commitment solution existed. Architected the integration from scratch across four major retail platforms.
Situation: Hired to build digital capability from zero. Thesis: Outward Hound's growth path wasn't paid acquisition — it was organic brand authority. Built the entire team structure, KPI framework, and channel playbooks around that thesis. Also launched Best Friends by Sheri, a net-new cat brand, under the portfolio.
Situation: Hired to install Amazon-caliber ecommerce discipline into a company with scale but no digital maturity. Three distinct brands, each with its own strategy: PetSafe fencing — defend via conversion efficiency. Feeders/fountains — neutralize low-cost generics via content and reviews. Automated litter — aggressive paid acquisition in a fast-growing category.
Situation: Senior Buyer / Vendor Manager owning full commercial responsibility for Amazon's Home Improvement category — selection, pricing, profitability, and vendor strategy at scale. Built a private label program from $0 and launched customer experience innovations driven by customer journey data.
Situation: Led two of Hershey's most distinctive brands simultaneously. Jolly Rancher had declining revenue — reversed through a digital-first campaign strategy and ecommerce repositioning. Cadbury required a mass-premium repositioning with 8 new flavors, 2 pack formats, and a pioneering influencer model targeting millennial mothers.
If you're building something, scaling something, or trying to fix something in digital commerce — I'd genuinely love to hear about it. Even if you're not sure whether consulting is the right answer, let's have the conversation.
No pitch. No pressure. Just a real conversation.
✓
Got it — thank you.
I'll be in touch within one business day.