Context
I owned the eCommerce P&L, including accountability for the area's EBITDA target, and about €250K a month across Meta, Google and Amazon Ads. I also ran the commercial relationship with El Corte Inglés, Decathlon, Sprinter and Carrefour, and coordinated launches and sales campaigns with EMEA markets.
The problem
The brand was optimizing margin per unit, not total profit. Discounts followed stock age, the whole catalog went everywhere, and slow stock was treated as a loss to burn off.
What I did
- Added exposure where it didn't compete with margin, treating affiliate pages as a real asset.
- Ordered discounts by real demand and by the seasonality of each range.
- Allocated each SKU to the marketplace where it could sell, instead of uploading everything everywhere.
- Moved slow inventory between channels and markets across Europe, Mexico, the US and China.
- Used CRM data on product life to trigger promotions at the right moment of each cycle.
The lesson
The number came from no longer treating the catalog, the channel and the calendar as one block.
Read the full story: Breaking down a +145%: no miracle, no growth hacking
