Food & Beverage Company:
Operations & P&L Turnaround
CHALLENGE
A food and beverage brand was cash-flowing negative with unprofitable unit economics, high customer churn, and inefficient vendor relationships. Membership tiers were underpriced and underperforming.
APPROACH
Conducted a full COGS and operational expense audit, rationalized vendor relationships, restructured membership tiers to improve retention and margin, modeled shipping economics to incentivize higher-volume purchases, and rebuilt customer lifecycle marketing with 17+ segmented email flows from the ground up.
RESULT
Turned the operation cash-flow positive. Achieved consistent email open rates near 50%. Improved unit economics across product lines and established a clear CAC/LTV framework to inform ongoing acquisition decisions.