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A written audit of your eCommerce operation — the channels, the catalog structure, the advertising efficiency, the systems, and the reporting. It covers what's working, what's broken, what's missing, and what order to fix it in.

Deliverables include a channel-by-channel profitability assessment, an Amazon account health review, a catalog and content gap analysis, a systems and integration map, and a prioritized 90-day roadmap. You leave with a document you can act on immediately — regardless of whether you hire Commerxy to do the work.

The Assess is designed to be standalone. If you want an honest external view of your operation and a clear action plan, the Assess delivers that without any obligation to continue.

No. Commerxy doesn't sell retainers. Every engagement is scoped as a fixed-fee project with defined deliverables and a clear end point. You know exactly what you're buying before the work starts.

This keeps both sides honest. You're not paying for availability — you're paying for specific outputs. And I'm not incentivized to stretch a project that should be finished.

That said, many clients run multiple sequential projects — Assess, then a Build phase focused on one or two priority areas, then another Build on the next set of problems. But each phase is its own scoped engagement, not a rolling monthly commitment.

The Assess phase is typically two to three weeks. Build projects vary by scope — a catalog remediation across 500 SKUs looks different than setting up a Faire wholesale storefront — but most run four to ten weeks. Scale work tends to be longer-horizon, often 60 to 90 days with measurable milestones built in.

Timelines are set in the scope document before work begins. There are no open-ended engagements.

Book a free 30-minute strategy call. It's a direct conversation — no deck, no pitch — about where your eCommerce operation is, where the obvious problems are, and whether Commerxy is the right fit to address them.

If there's a fit, the typical next step is scoping the Assess phase. If there isn't, I'll tell you that directly and point you somewhere more useful.

Yes, within a specific framework. Commerxy handles Amazon retail media strategy — campaign structure, keyword architecture, TACoS targets, bid logic, and sponsored brand/display allocation. The goal is sustainable advertising efficiency, not just top-line revenue growth driven by spend.

For context: at NMR Brands, this work brought blended TACoS from 6–8% down to 3% while maintaining growth. That's what a functioning advertising operation looks like — not just scaling spend and hoping the ROAS math works.

Day-to-day campaign management (bid adjustments, keyword harvesting, weekly optimizations) can be scoped into a Build engagement if the brand doesn't have internal capacity, or I can build the system and train your team to run it. Both are options.

Yes. A large part of the work is Amazon-specific — Vendor Central or Seller Central operations, content and catalog quality, advertising efficiency, suppressed ASIN management, deal mechanics, and account health. If Amazon is your entire business, there's plenty to work on.

That said, the Assess will always look at whether Amazon-only is the right long-term structure for your specific brand. Single-channel concentration carries real risk — platform policy changes, Buy Box loss, and listing suppressions can hit revenue fast. That assessment is part of the work, and the recommendation will be honest even if the answer is "not now."

Also works. The Assess covers your full eCommerce picture — if that means a Shopify DTC store and Faire wholesale with no Amazon presence, we assess what you have and what expansion makes sense.

Amazon launch strategy is a service Commerxy provides — catalog setup, content creation, account structure, launch advertising, inventory strategy. It's a significant operational lift done right, and cutting corners on launch creates problems that compound for months afterward. If Amazon is the right next move, we'll scope it properly.

Yes. Systems and integration work is a core service area, not an afterthought. This includes ERP-to-marketplace order flow, EDI compliance for retail partners, inventory sync across channels, and automation that removes manual steps from daily operations.

The platforms I've worked across include NetSuite, Fishbowl, EDI integrations (SPS Commerce, TrueCommerce), ChannelAdvisor, Linnworks, and others. If your operation is running on manual exports and spreadsheets, that's where the Assess typically starts identifying leverage.

Yes, and it's one of the most common things Commerxy addresses. Catalog problems at scale — suppressed listings, incorrect attributes, missing enhanced content, inconsistent hierarchy, content that doesn't convert — compound over time and directly impact search ranking and conversion.

The catalog work covers audit and gap analysis, structured remediation prioritized by volume and revenue impact, A+ Content and Brand Story builds, and process documentation so you don't end up in the same place in six months. I've managed catalogs with 2,500+ SKUs, so the operational reality of catalog work at scale is not theoretical.

Most agencies are set up to manage ongoing execution — a retainer for ad management, a monthly fee for account management. They're built around recurring revenue, which creates an incentive structure where the clock runs indefinitely.

Commerxy is structured differently. Fixed-fee, scoped projects. Defined deliverables. Clear endpoints. The work is designed to build your internal capability, not create a dependency. When a Build engagement ends, you should be able to operate what we built without Commerxy staying involved.

The other difference is the operator background. I've run eCommerce divisions — managed the P&L, owned the inventory, dealt with the platform problems, integrated the systems. The advice comes from having done the work, not from managing client accounts at a distance.

Consumer goods brands in the $2M–$50M annual revenue range — typically brands with established product lines that are trying to grow their eCommerce channel, fix operational problems that are limiting growth, or expand from one channel to multiple.

The work is most useful when there's existing revenue and a real operation to assess — not a pre-launch brand figuring out its first product. And it's typically not the right fit for enterprise brands with large internal teams, since those companies have different problems and different resources to address them.

Category focus is consumer goods: home goods, gifts, collectibles, licensed products, novelty, and adjacent categories. That's the space I know at the operator level.

A few indicators that Commerxy tends to be useful:

• You're selling consumer goods and your eCommerce revenue is growing but your margins are shrinking.
• Your Amazon account has suppressed listings, losing Buy Box on high-volume ASINs, or advertising that's eating margin.
• You're running operations manually — spreadsheets, manual order entry, disconnected systems — and it's not scaling.
• You're trying to expand to new channels but don't have a clear picture of whether the economics work.
• You have a catalog of 200+ SKUs and the content quality is inconsistent and unmanaged.
• You need an honest external assessment of where you actually are, not a sales pitch for a long-term retainer.

If any of those resonate, the strategy call is 30 minutes and there's no obligation to proceed.

Yes. Commerxy is based in Orange County, CA, but works with brands nationwide. The nature of the work — platform access, catalog management, system integrations, reporting — doesn't require physical presence. Most engagements are managed via video calls, shared project workspaces, and platform access credentials.

For brands in Southern California, in-person kickoffs or working sessions are available. For everyone else, remote works fine.

That's fine. Not every engagement needs to start with a full Assess. If you have a specific, defined problem — a catalog remediation, a Faire setup, an advertising restructure — and you already know what you need, a scoped Build project can be structured around that specific output.

The strategy call is the place to figure out whether a targeted Build or a broader Assess makes more sense. The answer depends on how confident you are in your own diagnosis.