This page is everything inside the partnership, in detail: the twelve gears I run, why each one exists, and why buying them separately quietly fails. If you are deciding whether one fee is worth it, read to the bottom before you decide.
Stock feeds rank. Rank feeds traffic. The listing converts traffic. Conversion feeds rank back. Reviews compound conversion. Fees and pricing decide whether any of it makes money. And the P&L is the scoreboard that tells you the truth about all of it. Here is how the machine breaks when the gears are run separately. Every one of these is a failure I have lived, on my own brand or on brands I manage.
Run out of stock and Amazon reacts in about 48 hours: your badge disappears, your ads get throttled, your rank starts sliding. When stock comes back, you keep paying, because the "bought in past month" counter is a rolling 30 day window. A week of stockout drags your social proof for a full month after it ends.
The reverse is just as expensive. A SKU can sit at one sellable unit and still read "in stock," which means its campaigns keep charging while it cannot ship. Ads and inventory are one decision, not two departments with two dashboards.
Ad clicks are bought traffic landing on a page. If the page does not convert, you are renting visitors you cannot keep. And keywords lie: terms describing what a product IS often convert at zero while terms describing what it DOES convert in double digits. You only find that when the person running ads is the same person rewriting the listing, because the fix is copy, not bids.
Amazon bills by their record of your product, not by your product. Records go stale: you repack and nobody remeasures, the wrong item gets measured, or dimensional weight quietly takes over and you pay to ship air. No dashboard flags any of it.
Job one is getting reviews to flow: automated, compliant, every order asked. Job two is reading them, yours and your competitors', as free market research. Customers write down exactly what to fix, what to build next, and when a product is aging out. Most brands let that stream pile up unread.
Every chain above ends in the same place: how much stock, ordered when, landing where. Forecasting off last month's sales fails on Amazon because ads, deals, seasonality and rank changes all move velocity. Demand planning is where marketing decisions and supply decisions meet in one plan, or you get chain 1 again.
Prime Day, Black Friday, Cyber Monday and your seasonal peaks are the biggest traffic days Amazon will ever hand you, and they are unforgiving of improvisation. Deal slots book weeks ahead. Event inventory is ordered months ahead, because stocking out mid-event means paying for the traffic surge and handing Amazon a stockout signal on the biggest data day of the year. Run the calendar well and one event can fund a quarter. Show up unplanned and it is the most expensive way to find every weak gear at once.
This is the actual work, listed the way I run it. Each gear says what breaks without it, because that is the honest way to evaluate scope.
Every gear above is only right or wrong relative to two numbers: your true contribution margin per unit after every Amazon fee, and your break-even ad spend. Get those wrong and everything downstream is guessing with confidence.
And a correct P&L still is not enough, because Amazon pays on a lag while ads bill on a threshold. A growing brand can be profitable on paper and out of cash in real life. I track both: the P&L that says whether the machine makes money, and the cash flow that says whether you can afford to keep it running.
Every recommendation I make arrives with its P&L consequence attached. That is the difference between an agency that reports ACOS and an operator who is accountable for money.
Three artifacts, every engagement, from day one. This is the part most agencies will not sign up for.
Before work starts, we agree on milestones and what to expect in each phase. Progress is measured against what was said, not against vibes. You always know where we are versus where we said we would be.
Every Monday, same sections, same format. Total sales and TACoS lead. Profit block, per-product scoreboard, inventory position, what changed, what happens next. Fixed structure means drift has nowhere to hide.
When I forecast something, it gets written down with a date, and later scored right or wrong, in front of you. You should know your operator's hit rate. Most agencies make sure you never do.
Every brand starts in a different place, so honest expectations beat promised multiples. This is the sequence the machine follows when it is run properly.
Full operations audit. Fee record vs reality on every product, wrong dimensions remeasured, reimbursements recovered. Break-even math computed per SKU before a dollar of ad spend moves. Catalog defects fixed. Review automation switched on. The glide path locked together.
Listings rewritten against search-query data, spend moved from identity keywords to converting ones, pricing repositioned against fee cliffs. Conversion improves, Amazon widens distribution, organic share grows. Inventory plan running ahead of velocity instead of behind it.
The retail calendar worked deliberately: deals booked, event inventory built, post-event rank captured. Review mining feeding product decisions. The weekly report now reads like a compounding curve instead of a set of disconnected numbers, and every month closes with receipts against the glide path.
$5,000 a month sounds like a lot until you price the alternative. A PPC-only agency runs one gear for $1,500 to $3,000 and leaves eleven unattended. The failures above do not announce themselves: a wrong size tier taxes every order, a stockout quietly resets months of rank, an unplanned Prime Day burns a quarter's budget in a week.
One prevented stockout on a hero SKU, one corrected fee record, one event run properly. Any single one of those routinely covers months of the fee. Running all twelve gears is how those saves stop being lucky catches and start being the system.
Stock that never breaks rank. Ads that never outrun the listing. Fees that never eat the margin quietly. Reviews that feed both sales and the next product. And a P&L that tells the truth about all of it, every week, in writing.
The audit is free, and it will show you which of your gears is slowing the machine, whether we work together or not.
Get your free operations audit