90-day strategic intervention

Take back control of your growth, your trade-offs and your execution.

The business keeps moving, but complexity rises. Decisions slow down, teams scatter.

I work at the heart of the organisation to put priorities back at the right level and settle the structural decisions.

Strategy, acquisition, conversion, operations and governance are realigned around a clear, profitable and executable trajectory.

Schedule a strategic call30 min · no commitment

90 days

An intensive, scoped intervention entirely geared to decisions, execution and results.

Strengthened governance

Priorities, trade-offs, responsibilities and KPIs: a clear framework to decide faster and execute better.

A decisive phase

Growth, transformation or gridlock: taking back control when the business gets harder to steer.

Some phases don't call for more initiatives. They call for more structure.

As e-commerce scales up or goes through a transformation phase, the stakes multiply fast. The offer expands, channels stack up, costs shift, expectations rise, and the gaps between ambition, organization, and execution become more visible. In these moments, the answer isn't necessarily to start over. It's mainly about better structuring the phase underway, restoring a clear hierarchy of priorities, and recreating coherence between the offer, how it's sold, the experience promised, and the real capacity to deliver. That's exactly the role of the Strategic Intervention: to bring back clarity, coherence, and solidity to a phase the company can no longer steer by simply piling on initiatives.
01

Priorities are shifting faster than they can settle

02

Marketing, the offer, conversion, and operations are no longer moving at the same level

03

Structural trade-offs remain vague, deferred, or poorly held

04

Growth or transformation is adding complexity faster than control

Book a scoping call30 min · no commitment
Samuel Levine-Parisi, e-commerce advisor

This intervention is for executives who need a firmer grip on an important phase of their e-commerce.

This service is for founders, CEOs, managing directors, business unit heads, executive committee members, and operating shareholders who carry the company's trajectory and can't afford to let an important phase dilute into partial trade-offs, diffuse responsibilities, or fragmented execution. It becomes especially relevant when leadership needs to better structure an e-commerce system that has become more cross-functional, more demanding, and more sensitive to steer.
  • You're entering a new growth phase and want to give it a more solid structure
  • Your acquisition is progressing, but conversion, retention, profitability, or operations aren't keeping pace
  • You need to realign the offer, logistics, supply chain, or organization with your commercial ambition
  • You're undertaking a transformation, reorganization, redesign, or migration you need to hold with more clarity
  • You sense a new direction calls for firmer governance, without yet installing a full e-commerce leadership function
Take stock of your situation30 min · no commitment
Benefits

Priorities made legible again

Key issues stop getting drowned out by urgency, successive compromises, or contradictory trade-offs.

A better-aligned system

The offer, marketing, conversion, CX, operations, and supply start serving the same trajectory again

Better-scoped decisions

Important trade-offs are made at the right level, with much more clarity on their business, operational, and financial implications.

More solid execution

Teams move forward with a clearer direction and a more structured framework across acquisition, merchandising, CRM, UX/UI, CRO, logistics, and customer service.

A better-held phase

The company regains more control over its growth, transformation, profitability, or reorganization.

The intervention isn't just a point of view. It puts structure back on the issues that determine the trajectory.

The intervention covers the points that genuinely determine the quality of e-commerce governance during the phase the company is going through. Depending on context, it can cover realigning the offer, positioning, or merchandising; coherence between acquisition, CRM, and profitability; improving UX/UI journeys and CRO levers; the connection between the customer promise, customer service, logistics, and supply chain; as well as structuring responsibilities, decision-making bodies, the governance rhythm, and transformation priorities.
What you concretely get in 90 days
  1. 01A clear read of the business trade-offs to revisit or clarify
  2. 02A shared action framework for the critical issues in the e-commerce system
  3. 03A concrete realignment between marketing, conversion, CX, operations, supply, and organization
  4. 04A governance sequence held over time, with explicit decision points
  5. 05A more legible, more solid, better-governed trajectory at the end of the 90 days
Realigning the e-commerce system
Make the right decisions now30 min · no commitment
A 4-step process
01

Scoping

Clarifying the context, stakes, objectives, scope, stakeholders, and the most sensitive issues.

02

Laying it all out

Reading the situation and identifying the tensions, dependencies, and pending trade-offs across the offer, marketing, conversion, CX, operations, logistics, supply chain, and organization.

03

Structuring and realignment

Resetting priorities, responsibilities, decisions, and the connection between commercial ambition, operational capacity, and execution quality.

04

Steering the phase

Following through on execution, holding the course, making targeted adjustments, securing critical points, and preparing what comes next.

The intervention is designed to quickly produce more coherence and more control. It doesn't drag on. It doesn't dilute. It gives the phase at hand a higher level of structure.

Book a scoping call30 min · no commitment

At the end of the 90 days, leadership is in a stronger position to decide what's next

The engagement is designed to put the company in a stronger position to arbitrate, execute, and hold its trajectory. Depending on context, the outcome may be a return to clear team autonomy, the continuation of certain workstreams within a now-stabilized framework, or the decision to install more lasting leadership through fractional e-commerce leadership. Above all, it moves the company out of a mode where acquisition, offer, UX, CRM, customer service, logistics, or supply each run in their own lane, and back into a level of coherence that matches the company's ambition.

Strengthened autonomy

The organization moves forward with more clarity, more discipline, and better execution coherence.

Targeted continuation

Certain structural issues still call for specific work on conversion, profitability, the offer, CX, supply, or organization.

Lasting leadership

The level of complexity, ambition, or transformation justifies installing a fractional leadership function.

A leadership intervention, not another layer of advice

The goal isn't to add more recommendations, but to structure a clear framework for deciding, arbitrating and holding a trajectory.

The approach rests on a global read of the e-commerce system: offer, acquisition, conversion, customer experience, operations, supply chain, profitability and governance.

The objective is simple: put the right issues at the right level.

Still have questions?

Find detailed answers about my methodology, my commitments, and what you can concretely expect from working together.

FAQ – L.P Advisory

When leadership needs to better structure a phase of growth, transformation, realignment, or rising complexity that calls for clearer governance.

The diagnostic clarifies before action. The Strategic Intervention acts over 90 days to structure the phase, realign priorities, and strengthen governance.

Depending on the stakes: offer, merchandising, acquisition, CRM, UX/UI, CRO, customer experience, logistics, supply chain, internal organization, governance, profitability, and omnichannel coherence.

The Strategic Intervention is a targeted 90-day sequence. Fractional leadership installs an ongoing governance function.

The company moves forward either with strengthened autonomy, a targeted continuation on certain issues, or the decision to install more lasting leadership.