Scale profitably. Then scale fast.

I help consumer brands find what’s slowing growth, then test the fix with your team. I took one from $5M to $30M, profitable the whole climb.

Let’s talk → How it works ↓

Trusted by leading brands

About $100M in company value created across DTC

01 · The problem

Profitable growth isn’t a guessing game.

You built a brand with real customers and a team that can run it. What happens next decides what it’s worth. It’s worth getting right.

Most founders have a guess about what’s broken. Almost nobody knows for sure.

  1. 1

    Direction

    Leaders misaligned

    Ask your leaders where the company is in three years. Do the answers match?

  2. 2

    Team

    Nobody owns it

    Things fall through because no one is sure who owns what.

  3. 3

    Numbers

    Find out at month-end

    There’s no weekly scorecard telling you if you’re on track.

  4. 4

    Problems

    Same fires, every week

    Issues get talked about, not fixed, so they keep coming back.

  5. 5

    Systems

    It all runs through you

    Step away for a month, and things stop getting done the same way.

  6. 6

    Priorities

    Everything is a priority

    Everyone’s busy, but nobody can name the three things that matter this quarter.

  7. 7

    Ads

    Ads keep getting pricier

    Each dollar buys fewer customers, and paid is still the only channel that works.

  8. 8

    Repeat

    Customers buy once

    First orders look fine. Repeat rate and lifetime value don’t.

02 · The method

We solve problems with data.

Detect, Analyze, Test, Act. Every problem runs through the same four steps, and each pass makes the next one sharper.

  1. D

    Detect

    Find where the numbers and the story disagree. The wins, the leaks, and the patterns nobody had time to look for.

  2. A

    Analyze

    Trace it back to the belief underneath. Then narrow it down to the one or two things that would change the most.

  3. T

    Test

    Write the hypothesis down. Run the smallest test that could prove it wrong.

  4. A

    Act

    Keep what worked, drop what didn’t. What you learned feeds the next loop.

03 · Fit

Built for brands ready to scale.

You have

  • $10–20M+ a year — Big enough that the right fix is worth real money.

  • Product-market fit — Customers already want what you sell.

  • Room to grow — A big market still ahead of you.

  • A strong team — Ten or more A players.

  • Profitable, or close — So growth adds value instead of burning it.

  • A real question — Growth slowed, and nobody inside can say why.

Probably not right if

  • You’re still looking for product-market fit

  • You’re well under $10M a year

  • You’re far from profitable, with no path in sight

  • You already know what’s broken

See if we’re a fit →

04 · How I help

How I can help you grow.

Every card above has a fix. Here’s what each one looks like.

05 · Pricing

What it costs to work together.

01

Consult

$1K

  • One working session on your biggest problem
  • You leave knowing what’s actually wrong
  • And what kind of help would fix it

02

Audit

$10K+

  • I review your financials, marketing and customer data
  • I interview your leadership team
  • You get a written report on what’s holding growth back
  • Ranked by what each problem is costing you
  • With a plan for what to fix first

03

Partnership

Custom

  • Weekly working sessions with you and your leadership team
  • A scorecard of your key numbers, reviewed every week
  • Fixes tested one at a time, with results measured
  • Goals agreed together at the start
  • Paid as a retainer or tied to results

06 · Results

I like problems. Big, messy, expensive ones.

Six of them from brands I’ve worked with, plus one at home. Hover a panel to open it.

01 — Feals · Turnaround

Profitable at $5M first. Then it grew to $30M.

$137k left in the bank. Four straight years of losses. Net sales at an all-time low.

Look at the order things happen in. The profit line turns first. Sales don’t move for another nine months. Growth multiplies your economics in whichever direction they already point, so we fixed what a customer was worth before we bought another one.

The first profitable year came at $5.5M. Then $19M and $30M, profitable the whole way. The flat stretch in the middle is where all the work is, and it’s the part everyone wants to skip.

Net sales and net profit, 2019 to 2025. Diagnosis began Feb 2022 and was confirmed Jun 2022, the fix went in Jan 2023, and scaling began Sep 2023. Losses through 2022, then profitable from 2023 while net sales climbed sharply.

02 — Buck Mason · Returns

+20% LTV from customers who returned something.

Our return rate made everybody uncomfortable. The instinct in the room was to drive it down.

Before touching it, we cut lifetime value by return cohort. Customers who returned something were worth 20% more over twelve months. Reps were loading first orders past three items, and knowing something could come back is what let people say yes to the bigger basket.

The return wasn’t the cost of the sale. It was a second appointment. We left the rate alone. Before you cut a metric, find out what it’s measuring.

Twelve-month LTV indexed: customers who never returned 100, customers who returned something 120.

03 — MATE the Label · Bundles

−23% conversion from a bundle builder, so we cut it.

We built the bundle builder everybody asks for. Conversion dropped 23%.

The logic was airtight: customers want to mix and match, give them a builder, order size goes up. What it actually did was raise the sticker price and stack five choices in front of the only one that mattered.

So we kept the idea and moved it to the other side of the payment. Where you ask matters more than what you ask.

Checkout conversion indexed: builder off 100, builder on 77, a 23% drop.

04 — MATE the Label · Post-purchase

+30% AOV from one tap after payment.

Same add-on as the bundle builder. One tap, after the money is already in.

Average order value went up 30%, and one in five customers took it. It ships in the same box, so fulfillment stays flat. No discount does the heavy lifting, so margin holds. Revenue with no new cost attached lands almost entirely as contribution.

Protect the first yes. Sell the second yes after.

Average order value indexed: no offer 100, offer after payment 130. One in five customers took it.

05 — Feals · Checkout economics

−11% AOV on Apple Pay, so we turned it off.

I turned off Apple Pay and lifetime value went up.

Apple Pay had grown to 56% of new-customer checkouts. Those customers came in with an 11% lower AOV, an 8% lower repeat rate and a 10% lower lifetime value. Same product, same ads, same price.

Shopify doesn’t show the after-payment offer to wallet checkouts, so more than half of new orders never saw the add-on doing our AOV work. It’s not a rule. Split AOV and LTV by payment method on your own store.

Apple Pay versus card for new customers, indexed to card: AOV 89, repeat rate 92, LTV 90. Apple Pay was 56% of new-customer checkouts.

06 — Feals · Margin

10% EBITDA to 20%, one year apart.

Same brand as the turnaround, one year further on.

It reached $30M at 10% EBITDA in 2025. This year it runs at 20%. It stayed profitable at every step of the climb, because we fixed what a customer was worth before buying more of them.

Net profit by year: 2019 −2.7M, 2020 −0.8M, 2021 −4.2M, 2022 −1.6M, 2023 +0.3M, 2024 +2.8M, 2025 +3.0M.

07 — Outside work · Renovation

Three years, one house. Mostly by hand.

Broken to beautiful, one problem at a time.

Three years, mostly by hand, and I didn’t know how to do most of it when I started. A house teaches the same skill as a business: find what’s actually wrong before you spend money on it.

One day I’ll build my own. Probably a small one.

Tearing up the old kitchen floor
Demolition
The kitchen mid-renovation, washer and dryer in the middle of the room
Living in hell
The finished kitchen with a skylight and a red tile wall
Ready to host

07 · Kind words

What it’s like to work together.

08 · Who you’re working with

I focus on driving profitable growth.

I started in accounting, planning at a billion-dollar refinery, then moved into marketing and ran growth at brands like Pistol Lake and Buck Mason.

Since 2020 I’ve advised brands like Saint Jane, Dorsal Health and MATE the Label, and helped take Feals from unprofitable to $30M.

This isn’t an agency. There’s no account manager. You talk to me every time, and if what you need is a retention person, a better CFO, or nothing at all, I’ll tell you that too.

Let’s talk → LinkedIn ↗
Amit at a whiteboard, pointing at a line chart that turns upward, walking a team through it
Amit ShahStrategic advisor

09 · Background

I’ve done the jobs you’re hiring for.

Starts in school. Drag or swipe to see what came next.

Then

Learning

4.0 in Accounting

Plus an associate’s in industrial design.

Stephen F. Austin State University

University of Houston

Analysis

Planning at a billion-dollar refinery

Financial modeling, forecasting, variance analysis. Still how I look at every business.

Sr. Financial Analyst, CVR Energy

Gas Accounting Analyst, Sequent Energy

Sr. Financial Planning Consultant, Copra Oil

Operations

Finance to marketing

Moved to LA to run operations at a digital marketing company. The turn that set up everything after.

Operations Manager, Jumpcut

CEO/Founder, Zirby

Media

Head of Marketing

Scaled paid social from $50K to $500K in spend. Ran email, organic social and referrals too. Started HireAmit as a side hustle.

Marketing Consultant, HireAmit

Head of Marketing, Pistol Lake

Performance Marketing Manager, DSTLD

Testing

Growth at a premium menswear brand

Owned paid social, paid search and creative testing in-house.

Growth Marketing Manager, Buck Mason

Strategy

Fractional CMO, then strategic advisor

Scaled HireAmit to help bootstrapped DTC brands through their first year. Saint Jane Beauty’s ROAS went up 150%.

Saint Jane Beauty

Dorsal Health

MATE the Label

For Rowan

Graceful District

Los Angeles Trading Co

Allawake Coffee

Levitate Foundry

Hailey Jane

NEXXUS

Leading

Unprofitable to $30M

Profitable first at $5.5M, then grew to $30M. Profitable the whole way up.

General Manager, Feals

Now

10 · Contact

Ready to scale profitably?

Short is fine. Tell me what’s not working, and we’ll see if you even need my help.

  1. 01

    Book a time

    Pick a slot that works for you.

  2. 02

    Tell me what’s not working

    We dig into the problem together.

  3. 03

    Leave with a next step

    You’ll know what’s broken and what kind of help fixes it, even if it isn’t me.

Let’s talk → LinkedIn ↗