What this is
Two decades of running and fixing online sales, from single market shops to operations across the Nordics, the Benelux countries, Germany and the United Kingdom. Trading, merchandising, the journey itself, and the gap between what a business believes customers experience and what they actually do.
What usually brings people here
Traffic is fine and revenue is not. The platform was replaced and performance never came back. Or the team is busy, the dashboards are green, and nobody can say which lever moved last quarter.
The gap where the money is
There is a distance in every business between what the organisation believes the customer experience is and what the customer meets. Nobody is lying. The belief is assembled from a journey map drawn two years ago and a dashboard measuring the happy path. After six months inside a business you cannot use its product like a stranger, so the friction becomes invisible to exactly the people who could remove it.
What I do
I buy something, properly, with my own money, on a phone. Then I break it. I read the last two hundred support tickets as text rather than as categories. I find the two or three points where money is leaking, fix those first, and put a weekly trading rhythm in place so the team can see cause and effect inside a week rather than inside a quarter.
Where I go looking
The right product in front of the right person at the right moment, which is an internal structure problem more often than a technology one. Pricing and where value is captured, usually the fastest lever nobody is pulling. Payment and delivery, which are conversion features that end up owned by operations. And customer service, which is the only team speaking to customers every day and is managed as a cost line.
How it runs
A short diagnostic first, because the brief is often not the problem. Then the work, with one owner and a weekly decision.