Digital Retail Advisory
GMV growth, conversion optimisation, and commercial model design — built on sixteen years of P&L ownership inside digital retail businesses, not frameworks developed from the outside.
The Difference
Most retail consultants understand e-commerce strategy at a framework level. Fewer have sat inside the trading meetings, owned the P&L, driven the technology decisions, and managed the teams responsible for executing the strategy.
Patrick Rechsteiner has built and run digital retail businesses across pureplay and omni-channel environments — from small operators to ASX-listed businesses where commercial accountability is public and hard-edged. That experience is what makes the advice different: it is grounded in the operational reality of how e-commerce businesses actually work, not how they look in a slide deck.
The result is advice that travels through the organisation. Not recommendations that require a consultant in the room to execute.
What This Covers
Identifying where growth is leaking — across acquisition, conversion, retention, and average order value — and building a prioritised plan to capture it. Grounded in the commercial drivers that actually move the P&L, not just the metrics that look good on a dashboard.
A commercial-first approach to conversion — diagnosing the friction points across the customer journey, prioritising the fixes by revenue impact, and building the testing and optimisation cadence to compound gains over time.
The structural decisions that determine profitability: pricing architecture, margin by channel, promotional strategy, fulfilment economics, and the unit economics that need to work at scale. Most e-commerce businesses underinvest in this thinking early and pay for it later.
The weekly and seasonal commercial cadence — promotional planning, range strategy, category management, and the trading disciplines that separate businesses that grow profitably from those that grow at the expense of margin.
Which channels deserve investment, in what proportion, and how they connect to each other commercially. Channel strategy that accounts for contribution margin, customer lifetime value, and the competitive dynamics in each channel — not just top-line traffic.
The retention mechanics that build durable commercial value: loyalty, CRM, personalisation, and the relationship between acquisition economics and LTV. Most e-commerce businesses are more acquisition-dependent than they need to be.
Why It Works
E-commerce advice without P&L grounding optimises for the wrong things. Every recommendation is filtered through commercial reality — what it costs to execute, what it does to margin, and whether the business can sustain it.
From pre-revenue pureplay to ASX-listed omni-channel. The challenges at each stage are different, and the advice needs to match the stage the business is actually at — not the stage a framework assumes it is at.
Marketing, technology, operations, trading, logistics, team. E-commerce strategy that ignores any of these tends to create solutions that work in isolation and break under load. The advice accounts for the whole system.
Who This Is For
Established businesses where e-commerce is a meaningful channel but hasn't reached its commercial potential. Often the issue is not traffic — it's conversion, retention, or commercial model.
Digital-first businesses that have found early traction but are navigating the transition from growth-at-all-costs to sustainable unit economics. The commercial disciplines that get a business to $5M rarely get it to $50M.
Retailers managing the complexity of physical and digital channels together — where the strategic question is how to make the channels reinforce each other commercially rather than cannibalise.
Get in Touch
Share a bit about your business and the commercial challenge in front of you. Patrick will respond with a direct view on whether and how the practice can help.
Prefer to email directly? patrick@rechsteiner.io