I've spent a lot of time helping other ecommerce entrepreneurs achieve the same success we had with Grace Eleyae, Inc and realized that many folks launching ecommerce businesses out there are struggling with the same things:1. Getting Customers2. Nurturing prospects to purchase and repeat purchase3. Business infrastructure and operationsSo I started an agency to solve those problems! In our agency we specialize in:1. Lead generation and getting customers - Digital advertising with Facebook, Adwords, Youtube, and TikTok2. Lead nurturing - Email marketing using Klaviyo for Shopify Store owners.3. Business operations - Shopify conversion rate optimization for B2C ecommerce companies.Helping brands take the simple route from 6 figure ecommerce brand to 7 and 8 figure ecommerce brands has become my passion and we walk them through the same repeatable 3 step path to success:1. Improve email marketing program to increase repeat purchase rate and customer Life Time Value.2. Improve on site customer experience to increase AOV and conversion rate.3. Scale paid advertising on Facebook/Adwords to increase qualified traffic to website.If you or someone you know is in need of help growing their ecommerce business, shoot me a message so we can hop on a call to discuss.

Started store from scratch. Bootstrapped from $0 in revenue to over $5.5million/yr in 2 years. Vertically integrated brand - Built manufacturing, distribution, retail website, and marketing systems that allowed the company to procure, produce, make, and ship thousands of units to customers monthly.Used growth marketing practices to figure out ways to scale our highest revenue marketing channel in a cost effective manner. 1. Influencer marketing - Worked with over 300 influencers and generated over $10million in revenue through this channel.2. Email Marketing - Established an email marketing infrastructure that generates over 50% of total revenue equating to millions of dollars every year.3. Paid acquisition - Profitably spending seven figures on digital advertising platforms and generating a 3x+ return.

Consult and buy ecommerce companies with strong growth potential.

Responsible for the day to day operations of one of the most technologically advanced fulfillment centers in the North American Fulfillment Center Network. Lead and provide direction for a team of 29 exempt managers, 750+ hourly associates, as well as support teams to include finance, safety, IT, HR, facilities, and inventory control (ICQA).

Led and supervised a team of three Operations Managers, eight Area Managers and 200-330 hourly associates in inbound and outbound operations within the Fulfillment Center for a 7 day a week operation with 3 core shifts. Successfully planned, launched, and executed a new fulfillment concept within Amazon utilizing robotics and automation for stowing and picking operations with expanded conveyance usage within the fulfillment center. Operation succeeded in accomplishing a 33% improvement in variable cost over previous similar sites on a plan of 20% improvement. •Worked with Engineering teams and outside contractors to design and construct the flow of the inbound departments capacity to exceed design throughput requirements. During peak, Inbound department was able to not only handle their own weekly volumes, but also had enough capacity to receive volume from sites that were over both storage and processing capacity which led to the inbound department receiving more product than any other non-sort FC network wide for 2 out of 3 peak weeks.•Inbound department achieved a 5% reduction in VCPU over 2012 launches during peak weeks and set the Non Sort Record of 383,000 units received in a week, while maintaining 15% extra capacity than planned for increased volume if needed.•Built the morale and culture of an entire population of associates with the “Mighty OAK3” slogan and other events/processes that reflected in hard metrics. Since launching the building in Sept 2015, there have been 0 OSHA recordable safety incidents, 0% turnover of exempt managers within the site, and for non-exempt both attrition and absenteeism were below 5% throughout launch and peak.

Lead and supervised a team of two exempt Area Managers and 100-300 hourly associates in inbound operations within the Fulfillment Center on two different shifts. Successfully took departments notorious for attrition, low morale, and underperformance and turned them into two of the best performing shifts in the fulfillment center. Performance sustained even after I transitioned to another shift.•Promoted to Ops manager and was immediately put in charge of one of the most challenging shifts in inbound. Within 2 months team went from averaging 102% to 114% to plan on a daily basis.•Nominated by senior leadership and selected by VP of North American Fulfillment to attend Effective Work Teams training for high potential Level 6’s company-wide in first year as Level 6 operations manager.•Became the resident “Stow Subject Matter Expert” for our facility, and also used computer science background to interact with 4+ groups of visiting Software Development Engineer’s to discuss inbound tools, software impact on our team, and pitch requested next steps in software development for various inbound tools. Presented at the first ever Inbound Software Development Planning Seminar hosted at LEX1 for the Amazon Fullfillment Technologies software team.•Was the first operations manager in the North American Fulfillment Network to accepted into the Software Development Engineer New Hire Orientation for new software developers at Amazon. Brought those learning’s back and developed three data analysts into doing programmer level work and creating tools that impacted outside of our organization and supported teams in the broader NAFC network.

Managed the transship stow department, responsible for the safety, quality, morale, and productivity of 40 to 100 associates. Took an overachieving stow department and raised the bar even higher through innovate standups, effective associate engagement, and aggressive performance management.•Partnered with the Learning department to revamp new hire onboarding from the ground up which decreased the learning curve for new associates by 7% YoY even while increasing the amount of new hires on boarded. •Developed new and efficient excel based tools to improve transship case transfer in productivity rates by 7% and pallet transfer in rates by 14% YoY; estimated annual savings of $50k.• Tasked with developing process to maintain textbook bin capacity at or below 75% in preparation for textbook peak which led to a 10% YoY improvement in stow rates or $119k savings in variable cost or 4,950 less labor hours year over year.

•Utilized principles of the Toyota production system and and lean manufacturing to conduct engagements with small to medium sized companies. Main objective was to identify high potential leaders and assist in strategic human resource planning by creating alignment of the organizations vision, mission, values with tactical continuous improvement and base lining activities.

Responsible for vetting and processesing business plans to present to regional leadership as well as local investor groups. Helped setup, organize, and coordinate investor pitch presentations and meetings.

Supervised the day-to-day activities of 24 to 40 international military personnel, overseeing and ensuring their training, health, and welfare needs. Implemented and managed communications, maintenance, supply, and budgetary systems for three different organizations.•Built infrastructure for team of 40 military personnel from the ground up. Sourcing, procuring, and establishing organization assets valued in excess of $50M.Tasked with maintaining the operational readiness, supply requirements, and accountability of 16 M1A2SEPv2 enhanced Abrams tanks, and several light wheeled and tracked vehicles to include ancillary equipment.•Entrusted with the responsibility of overseeing budgets in excess of $5M-budgets that covered building maintenance/repair, equipment maintenance/repair, and personnel morale & welfare initiatives.