I'm Taylor Sicard. I co-founded WIN Brands Group, a consumer-brand operator we scaled to nine figures across DTC, marketplace, wholesale, and retail, was an early Shopify employee who helped build the Partner Program, and built and sold a software company to Tiny. Now I work as a fractional ecommerce growth consultant to brands scaling from $5M toward $100M and beyond, platform-agnostic, operator judgment on the decisions that move the P&L, not an agency selling you execution.
Most ecommerce brands hit a point where the single channel that built them, usually paid social into a DTC store, stops carrying the business. The next leg of growth lives in the mix: marketplace, wholesale, retail, subscription, and owned audience, each with its own margin and operational reality. I help brands read that mix and decide where the next dollar and the next hire actually go. This is platform-agnostic work: Shopify, headless, or across Amazon and retail, the constraints on the P&L are the same.
Founder-led ecommerce brands past $5M where CAC on the core channel keeps climbing and the obvious next move is not obvious. Channel mix, contribution margin, and retention before you pour more into a channel that is already saturating.
Brands taking ecommerce into retail, wholesale, and marketplace without wrecking margin or brand, plus the operating systems and finance that scale needs. The work larger and enterprise consumer teams bring me in for.
Most brands past $5M already run two or three agencies. When growth stalls, the instinct is to add a fourth, or to hire a full-time VP. Both are the expensive way to solve what is usually a judgment problem, not a capacity problem. A full-time leader runs close to $25,000 a month fully loaded, before a three-to-six-month ramp and the real chance you hire twice. The question is rarely "can I afford a VP." It's "do I have forty hours a week of that work, or ten hours of the judgment trapped behind it?"
| Your situation | The right tool | Why |
|---|---|---|
| You don't know what to do next | Fractional advisor | Senior judgment on the few calls that move the business |
| You know what to do, need hands | Agency or junior hire | Execution capacity once the strategy is set |
| A whole function, all day, ongoing | Full-time hire | True forty-hour ownership the business can't run without |
The full breakdown, with the cost math and failure modes, is in fractional advisor vs agency vs a full-time hire. The honest version: an advisor is the wrong tool plenty of the time, and I'll tell you on the first call when it is.
No two engagements look the same, but the work clusters in a few places. If you want a feel for how I read a brand before we talk, the profitability calculator and max allowable CAC calculator run the same first-pass math I start with.
Your true contribution margin and the path to profitable growth, not just more top line. The work behind the profitability teardown and the inflection points.
Fixing the mix and getting CAC and payback under control across paid, owned audience, retail media, marketplace, and the shift off rented reach.
The move into retail, wholesale, and marketplaces without losing margin or brand, including the own store versus marketplace call and international.
When to scale, when to take profit, when to sell, and how to get ready. I co-founded a nine-figure acquirer and sold my own company. Decisions made with someone who has been on both sides.
A direct conversation, no deck. Where you are, where you're going, and whether there's a real fit. Free.
We walk through what I'm seeing, where the leverage is, and whether my read lines up with the team. A working review, not a formal audit.
A monthly retainer with a weekly cadence, often with a quarterly week on the ground. Typically twelve months, then month to month.
Engagements end when the ROI stops compounding or the team has internalized the patterns. The goal is finished work, not standing meetings.
Most ecommerce consultants have run marketing at one brand, or an agency that served many. I've been the founder, the operator, the merchant, and the platform insider. I joined Shopify early to help build the partner ecosystem, then co-founded WIN Brands Group, the acquirer behind Homesick, Qalo, and a portfolio of scaled consumer brands, and built Uptime and sold it to Tiny, a publicly traded acquirer. Alongside the brand work I've advised Fortune 500 consumer-goods teams, including Nike, Coca-Cola, Hallmark, and P&G.
The thread through all of it is pattern recognition. Ecommerce has a relatively small set of real problems, and most of them repeat across channels and platforms. I don't advise from theory, I advise from having run it. If your business is specifically direct-to-consumer, see DTC growth consulting; if you build in the Shopify ecosystem, see Shopify growth consulting. More in the full background, or browse all advisory tracks.
Every engagement starts with a free 30-minute scoping call. No pitch, no deck, a direct conversation about where you are, where you're going, and whether there's a fit. I'll tell you honestly when the answer isn't me. Want a faster read first? Run the Growth Scorecard.
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