E-commerce operations · Los Angeles
Most e-commerce plateaus are operational, not commercial.
Phoenix is a five-person practice in Los Angeles. We take on a small number of sellers who have stopped growing and rebuild what sits underneath them — catalogue, sourcing, advertising, and the operating rhythm that connects the three.
The diagnosis
More spend on a structure nobody designed.
A seller doing two million and stalling usually does not have a traffic problem. The catalogue has grown one decision at a time. Variants were added where they were convenient rather than where they were right. Sourcing is reactive, so margin moves without anyone deciding it should. Advertising is managed listing by listing with no view of the portfolio.
Every one of those decisions was reasonable on the day it was made. Together they produce a structure that caps the account — and more budget on top of it just makes the cap more expensive.
The practice
The machinery beneath the storefront.
Five connected disciplines. Each can stand alone, but the operating value comes from seeing how one decision moves through the others.
Catalogue & listing architecture
Listings, variants and taxonomy designed as a structure rather than accumulated as a history.
02Product research & sourcing
Which products to carry, from whom, at what landed cost, and what that does to contribution margin.
03Advertising & portfolio strategy
Bid and budget strategy at portfolio level, against the catalogue structure rather than despite it.
04Managed account operations
A defined operating cadence, with reporting that drives decisions instead of describing the past.
05Advisory
A clear decision, a written rationale and a practical sequence when you need senior judgement rather than another retainer.
Why Phoenix
Five people. Both principals on every engagement.
There is no account management layer at Phoenix, because there are no accounts — there are engagements, and the people who scoped yours are the people who do it.
The firm is led by Mher K., Founder & CEO, and Tigran M., Partner & CFO. Their work combines hands-on e-commerce experience with the structure and commercial discipline needed to build a consistent operating practice.
That structure also limits how many clients we can serve at once. We would rather state the constraint than disguise it.
Engagement model
Three stages. You can stop after any of them.
01
Diagnostic
Two weeks, fixed fee
We examine the catalogue, sourcing position, advertising portfolio and the numbers behind them. You receive a written findings document with a prioritised account of what is capping the operation and what should happen next. It is yours whether or not we continue.
02
Rebuild
Six to twelve weeks, scoped
We complete the structural work the diagnostic identified: catalogue architecture, sourcing changes and advertising rebuilt against the new structure. The scope and end date are defined before work begins.
03
Managed operations
Monthly, ongoing
Where it makes sense, we run the operating cadence afterwards. A named principal stays involved, and reporting leads with decisions rather than a recital of past activity.
How we think
Mechanisms before claims.
No borrowed proof. No invented results. Three notes on the operating questions behind the work.
Catalogue architecture
A catalogue is a decision system
The useful question is not whether each listing is acceptable. It is whether the catalogue helps buyers, operators and advertising make the same distinctions.
Read the noteSourcing economics
Unit price is not product economics
A sourcing decision becomes reliable only when cost, time, quantity and portfolio role are considered together.
Read the noteAdvertising operations
Manage advertising as a portfolio
Campaign efficiency at listing level can conceal poor allocation across the account.
Read the noteBegin with evidence
Start with the diagnostic.
Two weeks, fixed fee. You keep the findings whether or not the work continues.