E-commerce and direct-to-consumer brands live and die by unit economics, inventory turns, and cash conversion cycles. When you’re managing multiple sales channels, seasonal demand spikes, COGS fluctuations, and advertising spend that can make or break a quarter — you need a finance leader who understands the economics of every SKU, not just the top-line number.
At DMW Advisory, we bring Wall Street-caliber financial leadership — powered by AI tools that let us operate at the speed and depth of a full finance team — to fractional CFO e-commerce DTC companies doing $5M to $50M in revenue.
Growing companies in this space face a unique set of financial complexities that most bookkeepers aren’t equipped to handle — and that don’t yet justify a $250K+ full-time CFO:
We help e-commerce and DTC brands build the financial infrastructure to scale profitably across channels:
We’ve helped companies across the fractional CFO e-commerce DTC landscape gain financial clarity, optimize cash flow, and scale with confidence. Here are a few examples:
E-Commerce · DTC · Faith-Based Products · $7M Revenue
The Challenge: A faith-based e-commerce brand had grown to $7M in revenue across Shopify, Amazon, and wholesale channels, but the founder had no visibility into which channels were actually profitable after accounting for all costs. Amazon fees, FBA storage, and return rates were eating into margins, while wholesale pricing was set by gut feel rather than data.
Our Approach: We built a channel-level P&L that allocated all costs — platform fees, fulfillment, returns, advertising, and overhead — to each sales channel. This revealed that Amazon was margin-negative after FBA fees and advertising, while the DTC Shopify store was generating 3x the margin. We restructured the Amazon strategy and optimized wholesale pricing.
The Results: The founder gained clear financial visibility for the first time:
E-Commerce · Creative Media · Subscription + DTC · $12M Revenue
The Challenge: A creative media and craft e-commerce brand with $12M in revenue and a popular subscription offering received acquisition interest from a strategic buyer. However, their financials were messy — revenue from subscriptions, digital products, and physical goods was commingled, no formal COGS allocation existed, and the owner couldn’t articulate the unit economics of each business line.
Our Approach: We separated the business into three distinct P&L segments: subscriptions, digital content, and physical products. We built a detailed financial model showing LTV by customer cohort, implemented proper revenue recognition for annual subscriptions, and prepared a comprehensive data room for due diligence. We also identified $400K in cost savings from vendor renegotiation.
The Results: The brand entered acquisition discussions from a position of strength:
E-Commerce · DTC · Health & Wellness · $5M → $15M Revenue
The Challenge: A health and wellness DTC brand had plateaued at $5M with rising customer acquisition costs and no financial roadmap for growth. The founder was making inventory purchasing decisions based on instinct, leading to frequent stockouts of top sellers and excess inventory of slow movers. Cash was constantly tight despite strong revenue.
Our Approach: We implemented a demand forecasting model tied to marketing spend projections, built a SKU-level contribution margin analysis, and created a cash flow model that accounted for inventory purchasing cycles. We also structured a credit facility to smooth working capital gaps during growth periods.
The Results: The brand scaled 3x in 18 months with improved profitability:
If your e-commerce brand is scaling past $5M and you need a finance partner who understands unit economics, inventory dynamics, and multi-channel profitability — we should talk.
Or contact us at genevieve@dmwadvisory.com
AI Financial Advisor — Typically replies instantly
