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CASE 01 / 05Founder / Complete DTC operating system2022—Now

SickHaus

Built from zero—and operated as one connected commercial system.

SickHaus Kiri table lamp in the Torii finish
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A distinctive homeware brand built from the ground up across positioning, product, Shopify, acquisition, retention, analytics and operations.

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Overview

A distinctive homeware brand built from the ground up across positioning, product, Shopify, acquisition, retention, analytics and operations.

My role

01Commercial strategy

02Shopify / merchandising

03Acquisition / retention

04Analytics / operations

The central idea
Brand, conversion and operations were treated as one continuous customer experience—not separate workstreams.
01 / Context02 / Decisions03 / Evidence
01 / Challenge

Build the business—not just the storefront.

Starting SickHaus in 2022 meant creating demand for a new homeware brand while simultaneously building the infrastructure behind it. Positioning, product presentation, pricing, acquisition, retention, measurement, fulfilment and customer experience all had to develop together without the layers of a large team.

02 / Approach

Connect every customer touchpoint to the same commercial plan.

I ran the ecommerce system end to end: brand and product direction, Shopify development, merchandising, creative testing, Meta and Google, Klaviyo, analytics, fulfilment and CX. Recent work also rebuilt pricing architecture across the active catalogue, introduced evidence-led lifecycle segmentation and shaped a Product Studio Manager for safer product-data governance and approved Shopify updates.

04 / Contribution

What I
owned.

  1. 01Founded the brand and built its positioning, product and Shopify experience
  2. 02Managed Meta and Google acquisition, creative testing and commercial reporting
  3. 03Built Klaviyo automation, campaigns and evidence-led audience segmentation
  4. 04Reworked catalogue pricing using margin, inventory and performance data
  5. 05Owned analytics, fulfilment, customer experience and operating improvement
05 / Outcome

What
changed.

SickHaus grew from zero to more than £250K in annual revenue while retaining a distinctive point of view. The same operating discipline now extends beyond growth into catalogue economics and governance: 143 active products were commercially audited, 114 were moved to a cleaner everyday-pricing model and a later performance review selectively optimised 44 products across 247 variants.

01£250K+

Annual revenue

024.76×

Average ROAS

03143

Active products commercially audited

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