Track 2 · Depth: Arina Deriagina

Demand isn't your constraint.
Delivery is.

For eCommerce and omnichannel retail businesses where the roadmap keeps slipping, order quality leaks into churn, and every decision that matters still routes through three people at the top. We redesign how the company runs — and stay until the new way holds.

Book a Diagnostic →$6,000 fixed · 2 weeks
Sound familiar?

Growth created the problem. More growth won't solve it.

Everything takes a quarter.

Work that should take three weeks takes three months and nobody can point to where it goes. Teams wait on other teams. The dependency map is the real org chart.

You grew headcount, not capacity.

More people, same throughput. What worked at 100 broke at 400: roles blur, handoffs drop, and the reflex fix is another hire.

Order quality is quietly costing you retention.

Errors, delays and rework read as customer-service problems. They're operating-model problems, and they surface on the retention line six weeks later.

Nobody agrees on the numbers.

Three dashboards, three versions of the truth, and decisions made by whoever argues most convincingly in the room. Metrics exist; a metrics system doesn't.

You're renting your engineering.

Vendors hold the knowledge, every change costs a negotiation, and the roadmap moves at the speed of someone else's backlog.

Expansion is heroic, not repeatable.

Each new location, market or category is a bespoke effort, so you can't forecast it and you can't hire against it.

Who this is for

Two minutes, and you'll know if this is you.

We work well with

  • eCommerce, D2C, omnichannel retail and retail-adjacent operators
  • 100–500 people
  • US and EU
  • With an in-house or hybrid product/engineering team, or actively building one
  • Sponsored at Founder, CEO, COO, CPO or Digital/Transformation Director level — this work does not survive without executive cover
  • Where leadership already suspects the constraint is internal

We're the wrong fit if

  • What you need is a fractional CMO or paid-media help — wrong track, and probably the wrong firm
  • Nobody at executive level owns the outcome
  • You want an org chart as the deliverable. We design structures, but the structure isn't the product — the change in delivery rhythm is
  • Leadership isn't willing to be interviewed candidly. The diagnosis is only as good as what people are prepared to say
What changes

What we actually change.

Target operating model.

How the company divides into teams, what each one owns end to end, and what stops being coordinated by meeting. On one engagement this meant 22 autonomous teams across 700+ people.

Delivery rhythm.

Moving from heroic, unpredictable launches to regular cycles leadership can plan against. The measurable outcome is throughput and predictability — not velocity points.

A metrics system leadership actually trusts.

Instrumented in the tooling you already use, so the same numbers appear in the ops review and the board deck.

Bringing capability in-house.

When external vendors own the knowledge, transitioning to in-house teams without losing delivery pace during the handover. Six months is realistic; we've run it.

Executive communication.

Most operating-model changes die in the middle-management layer. Designing how leadership communicates the change is part of the work, not an afterthought.

Track 2 work

What "fixed" has looked like.

eCommerce & Retail

2× retention · 3× fewer order-processing errors

A large offline retailer with slow value-delivery cycles and high operating costs. Work moved through the organisation by escalation rather than by process, and nobody could say where time was going.

Designed and launched a target operating model of 22 autonomous teams covering 700+ people. Moved the organisation onto regular delivery cycles, and built a data-driven metrics system in Jira so throughput and quality were visible to leadership in the same numbers the teams were working to.

Read the case →
eCommerce & Retail

3× faster launch rhythm — and predictable

An opaque management model with inefficiencies buried in day-to-day operations. New locations opened when they opened; nobody could forecast it, and nobody could say where the time went.

Audited the operating model through a structured interview programme with the executive team. Designed a new organisational structure and the leadership communication system to go with it, then facilitated the rollout across middle and senior management — which is where changes like this normally die.

Read the case →
eCommerce & Retail

9 product teams · in-house in 6 months · no drop in delivery pace

A business stream running entirely on external vendors with no in-house engineering capability. Every change was a commercial negotiation, and the roadmap moved at a supplier's speed.

Built and defended the transformation strategy to the executive team, scaled the organisation to 9 autonomous product teams, and moved development in-house over six months without losing delivery pace during the transition.

Read the case →
All six case studies →

Every engagement starts with a Diagnostic.

Start here

Revenue Engine Diagnostic

Two weeks. 5–7 interviews across functions, plus your data. You get the three things capping revenue — named, quantified, ranked — and a 90-day plan.

$6,000 fixed

If we fix it together

90-Day Rebuild

We build the fix with your team, not a deck and a handshake. Weekly working sessions, async access to both of us, ownership transferred by week 13.

$12,000–$15,000/mo · 3 months min.

We run three Rebuilds at a time. That's the honest ceiling for two operators who are actually in the work.

The full method and pricing →
Book your Diagnostic

Find out what's actually capping your revenue.

Two weeks. $6,000 fixed. Evidence, not opinions — and the roadmap is yours whether or not we work together after.

Which describes you?
Annual revenue

We reply within one business day — hi@sdand.co