The existing Klaviyo account had short flows that didn't connect to each other: no inter-flow suppression hierarchy, no category personalisation against a category-driven repurchase pattern, and a post-purchase journey starting winback at 90 days against an average 300-day customer cycle. I diagnosed the full lifecycle architecture and rebuilt it as a connected, suppression-aware system sequenced around actual customer behaviour: category personalisation, extended post-purchase sequencing, and SMS layered throughout. The work added new lifecycle touchpoints, restructured core flows, and enhanced the existing setup across four storefronts.

Two-phase rebuild and localisation of the Klaviyo account for a DTC wellness-tech brand, delivered in English and German for the DACH market. Phase one covered a full audit and rebuilt core lifecycle flows (welcome, abandoned checkout, browse abandonment) with reusable mobile-optimised templates. Phase two added branded sending domain setup, post-purchase and review flows, a 90-day cart recovery campaign for cold prospects, and a layered segmentation framework. Klaviyo flow revenue grew 3.5× in the first 30 days post-rebuild.

Multi-workstream engagement for an early-stage DTC apparel brand: full Klaviyo account rebuild, full website rebuild, and a complete unit economics model covering per-order contribution margins, return and CAC stress-testing, and break-even thresholds modelled to a target monthly order volume. Strategy and infrastructure built ahead of scale: the retention engine and front-door experience in place, and the commercial inputs the brand needs to make growth-stage decisions before the spend ramps.

A returns problem framed as a retention problem. I led SKU-level root-cause analysis across all four storefronts, combining return data with customer feedback from surveys and customer service interactions to surface the return mix by reason, the concentration of returns in a small subset of products, and a sheerness cluster driving disproportionate refund value. Output: a 35-product priority list and a cross-functional intervention plan covering product, copy, sizing guidance, and on-site filtering. The interventions are rolling out; the diagnostic itself shifted how the brand thinks about retention.

Diagnosed an existing loyalty programme where the reward economics were structurally misaligned with the brand's contribution margin, and 28% of buyers didn't know the programme existed. Reframed the structure from points to cashback, redesigned the earn-and-redeem economics, and fixed the on-site presence so the programme is visible at moments of intent. Repositioned as a margin-preserving retention lever, not a discount mechanism. Live rollout in flight; LTV impact pulls due once data has settled.

Owned the full lifecycle of replacing the brand's sizing tool: vendor evaluation against benchmark data (incumbent at 0.3% CTA vs a 3–4% category benchmark), commercial negotiation on cost, and four-store coordinated rollout. The work sits inside a wider returns and conversion strategy. Fit confidence is one of the biggest unaddressed levers in fashion DTC, and the technology choice flows from the strategic case, not the other way around.