Case 01Primary stage: ScaleAlso demonstrates: Profit, Systemise
Multi-Market D2C Business Growth & Profitability
Zydus Wellness / WeightWorldInternational wellness D2C12 marketsOct 2024 – Present
Monthly net sales · full portfolio
- Portfolio growth
- ~83%
- Original 8 markets
- ~68%
- ~£1.91M → ~£3.19M
- Scope
- 12 international markets
Executive summary
Managing international D2C growth across a multi-market wellness business meant moving beyond channel-level optimisation. I needed to connect marketing activity to the economics of the business.
My scope spans international markets. It brings together revenue, profitability, acquisition, conversion, retention, product performance, promotions, stock, forecasting and functional teams.
The objective isn’t simply more traffic or more advertising investment. It’s profitable, predictable and scalable growth.
At a glance
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Context
Context & business question
Twelve international markets, sold direct and alongside marketplaces. In each one, decisions about spend, promotions, product and stock carry a P&L consequence.
The business question
How do we grow multiple international markets while maintaining visibility and control over profitability, acquisition economics and execution?
Responsibility
My responsibility
My background is deeply hands-on. Over the years I have worked directly across PPC, Meta, SEO, CRM, CRO, content, affiliates, influencer marketing, website and e-commerce operations, analytics and digital growth.
That execution experience lets me challenge channel plans, see where performance is breaking and ask the right questions, rather than managing only through reports.
As my scope has grown, my role has shifted from personally executing every activity to building the teams, processes and operating systems that let these functions perform at scale.
I understand the machinery underneath the numbers.
My role today is to make the machinery work together.
Areas of responsibility and leadership
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- Scale
- 12 international markets.
- Commercial responsibility
- Approximately £1M in Meta and PPC investment, allocated across the funnel and markets.
Diagnosis
The management shift
Channel reporting explains what was spent. It does not tell a business what to do next.
From
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Toward
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Strategy · the system
Strategy: manage the commercial chain, not the channels
Channel metrics are inputs. Commercial outcomes are the objective.
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Commercial drivers acting on every step
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Decisions
Constraints & trade-offs
Running D2C is a series of trade-offs. These five come up every week.
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Execution — capability buildBuild · Systemise · Scale
Building influencer marketing as a scalable capability
This was not oversight of an existing channel. I built the team, process, operating system and tooling required to scale influencer activity across markets, then onboarded and trained the team so the capability could run without day-to-day dependence on one person.
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The result was not a creator database. It was a repeatable creator-acquisition capability that a trained team could run and scale.
Impact
Results & evidence
Each figure is shown with my role in it.
- Original 8 markets · ~£3.19M · ~68% growth
- Markets launched after Oct 2024
- ~83% full-portfolio growth
Growth came from the established markets, not only from new launches.
At a 12% EBITDA rate, Aug 2026 net sales imply approximately £420K monthly EBITDA.
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What was retained
What changed
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Leadership takeaway
Marketing brings demand.
The business wins when that demand converts into profitable and repeatable growth.
Expertise