You have data. You have insights. But you're still not confident in what to do next.
I help ecommerce brands figure out what their data is telling them—and what to do about it.
Bring the number, or the decision, that you're least sure about.
Proud to have supported the ecommerce strategy of over 120 leading and emerging brands.
Brands from $500K to $100M in online revenue · Clients stay a median of two years
You don’t just need another data tool. You need someone who knows what to do with all of it.
When people call me:
"We're about to commit budget, and I want a second opinion."
A new channel, a promotion, a price change, an agency renewal. I've watched most of these play out at a hundred-plus brands, so I can tell you what tends to happen, what to watch for, and when the extra complexity isn't worth it.
"My agency reports on its own results."
Letting your agency define success, spend the budget, and then report on whether they succeeded is like letting a student pick, complete, and grade their own homework. I am someone on your side checking the numbers and keeping your agency accountable.
"I can see the number moved. I can't tell why, or what to do about it."
When sales move, the first question is whether it was orders or order value. If orders, was it new customers or returning ones? Those two questions rule out most of the causes, and then we're talking about what to do, which is the part that matters.
"We're growing, but I can't tell if we're making money on each customer."
Revenue up and spend up tells you very little on its own. The question is whether a customer pays back what it cost to get them, and in which month. Most tools never answer it, because the answer isn't in any one of them.
"Reporting eats a week of every month."
Once we're working together, that week comes back. Not because reporting is the valuable part, but because you can't make good decisions in the time that's left after pulling the numbers.
"We want to get more out of AI on our data.”
You'll get more out of it than most brands do, and the difference is what it's sitting on. Give it numbers that already agree and someone who's decided which questions matter, and it becomes the fast analyst you've wanted it to be.
The principle under all of this is to start from what the business is trying to do, and then pick the number that measures it. We focus on the numbers that will have a real impact on your decisions.
What I work on:
Profitability and customer payback
AI enablement and reliability
Marketing efficiency while scaling
Retention and LTV
Pricing, discount, and offer strategy
Halo effects across Shopify, Amazon, and retail
Board and investor reporting
“Dan pulls together crucial data and insights for our team. His ability to present what is most important from the data is unparalleled: he makes it so that everyone in the room understands what is going on, where the opportunities sit, and how we can take action moving forward.”
— Chris, SC Johnson
“Dan has been such a tremendous data partner for Pricklee, helping us better understand our customer behaviors to make 1% changes that have significantly impacted the topline growth of our business! Dan proactively shares insights that our team would otherwise miss, and is a strategic mind that helps us develop the correct habits to think sustainable growth at all times!”
— Kun, Pricklee
Where the value is
A deep dive on the question that's too big to get wrong.
The crunchy problem, the number you don't trust, the one going in front of the board. I take it apart, tell you what it says, and tell you what I'd do; that's the work the rest of this exists to support.
An AI your whole team can ask, that gives the same answer every time.
Ask it what orders did last month and it knows which orders count, how your returns land, and what your team calls a new customer, so the answer matches the report and matches last week. Your team uses it between our calls, and it's why your answers come in days instead of weeks.
Decisions you'd defend to your board.
Not a chart, a position: here's what moved, here's why, here's what I'd do. In practice the standing review, weekly or every other week, is where most of the value is, and it's the part that doesn't get cheaper with better tools.
Knowing whether a customer is worth what you paid for them.
Acquisition cost against what a customer actually earns you after product, shipping, and returns. It's the number behind the budget call, the agency renewal, and the board deck, and if I could only give you one number, it would be this one.
What a deep-dive decision looks like
A free-shipping threshold.
A brand had raised its threshold and wanted to know if it worked. Order value was up 15%, profit per order up less because of absorbed shipping, and the next threshold up carried about 6% upside against 2% downside. They ran the test.
Whether a channel was worth keeping.
A DTC channel inside a large company was under review. Projecting lifetime value and retention by cohort showed it paying back later than the P&L suggested, but paying back. The channel stayed.
Modeling next year’s revenue.
A brand's plan for next year assumed an acquisition cost the data didn't support. We rebuilt the forecast on what the cohorts were actually doing, before the number went in front of the board.
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“Dan provided insights that confirmed some assumptions, challenged others, and gave us the confidence to move forward in the right direction.”
Dale @WineAwesomeness
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"We LOVED working with Dan! It's very, very useful to have an external set of eyes going over your data."
Chantal & Tako @StroopClub
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"Dan helped us better understand which customer profiles are the ones with the most value."
Clark @DrinkGoldenRatio
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"Dan takes care of our data analysis so that we can focus on doing what we love to do."
Wesley & Winslow @EatNeoBites
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"It's always enjoyable to chat with Dan as he has plenty of solutions to issues that arise. Highly recommend!"
Matt @Get_Homthings
Questions from the first call
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With a project or a deep dive on a question you need answered now, scoped and priced up front. If the answer is useful, most clients keep me around. My median client has stayed about two years.
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Bring me the problems too big for your AI, the numbers you don't totally trust, and anything going in front of your board. We’ll keep a standing review every week or two, numbers in your inbox so nobody has to chase them, and an AI your team can ask in between.
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A fixed fee for the first project or deep dive and a flat monthly rate scoped to your data and how much decision support you want. I'll give you both numbers on the first call, once I know what you actually need.
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On their own work, yes. I work for you, so the question I'm answering is whether the spend is paying back, not whether the campaign hit the agency's target. Those two come apart more often than you'd think.
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Absolutely! It’s important that you use the systems that work best for you. The work that I do sits upstream of all of this to answer the most important questions and make sure you’re tracking the right numbers.
Agencies, accelerators, investors
White-labelled data services to drive more value for your portfolio.
Agencies.
Your strategists get an analysis bench they can hand the hard questions to: is this brand's marketing paying back, what should they test next, why did last month drop. Your team answers faster than the client expects, in language they can follow, and you have a data offering to sell without hiring a data team.
Accelerators and studios.
Clean measurement across brands and a system that your founders can learn and adopt. I run office hours, teach the measurement sessions, and sit in on the decisions that are too big to get wrong: the first real ad budget, the first retail conversation, the raise.
Investors.
Before you invest, a read on whether the brand's growth is real: are customers paying back, is the acquisition cost holding, is the retention there to support the forecast. After you invest, the same read every quarter, across the portfolio, so a brand that's drifting shows up before the founder tells you.
Let’s talk about what you can do with your data.
Bring the number, or the decision, you're least sure about.