Manny Sidhu

Madari Group

Fast, timely, and AI-enabled country-wide sales of home appliances

Founder and Managing Director

RevGenius

RevGenius is a group of revenue-generating sales and marketing professionals brought together to learn, share, support, and grow with each other.

Ambassador

Epic Inspections

UniSuper

Senior Solutions Architect

Informed

- Marketing collateral (technical enablement, roadshows and blogs)
- NSX and microsegmentation architectural design
- AWS solutions design (AWS RDS on Oracle, cloud bursting and migrations)
- SDWAN architectural design (Silver Peak)
- Private cloud to hybrid cloud migration strategies

Solutions Architect

VMware

- VMware SDDC design and deployment (vSphere, vRealize)
- NSX design and deployment
- VMware VSAN design and deployment

Design and delivery - NSX

- Xbricks design and implementation
- Citrix VDI move from Vblock 700 to 720
- Worldwide Hyper-V design and roll-out
- VDI optimization

Virtualization architecture and design

NEC Corporation

- VMware vSphere 5 design
- System Center 2012 design and implementation
- Commvault design and implementation
- Data Protector remediation

Virtualization design

Melbourne Water (Kinetic IT)

Systems Engineer at a 300+ server multi-domain environment with a 3000+ user base spread over multiple sites. Functioned as the Backups, VMware and Storage engineer, managed backups and restores, multiple ESX clusters and EMC SAN.

Systems engineering

ExxonMobil

Systems administration

Employee-focused business owner. I'm not an employer, I'm a builder of people. Everyone at Epic Inspections, Madari Group, and PowwerUp is an extension of me.

Epic Inspections was created after I was told of highway robbery costs of compliance checks being charged by a dinosaur of a provider in 2020. I thought, why shouldn't I create a business where A1 service levels are provided at reasonable costs so more money remains in pockets where it belongs.

PowwerUp seeks to erase mediocrity ingrained into most people by the 'system' which pounds you into being average. With PowwerUp, you learn from us so you don't make the same errors. While it's okay to make mistakes, it'll hell be great to leapfrog them, right? The goal is to send your rocket into orbit, fast.

Epic Inspections and PowwerUp are incubators of ideas and realizers of dreams. We are dreamers, too.

Pattern International

Director

Pattern is the industry’s premier partner for global ecommerce. With more than 400 employees across 18 global locations, Pattern uses its proprietary technology and data-driven insights to help brands deliver profitable ecommerce growth on their own websites and marketplaces such as Amazon, eBay, Tmall, JD.com, and Mercado Libre. Pattern provides full-service global distribution and logistics for marketplaces and D2C fulfilment, and is one of the largest ecommerce sellers globally.
In 2018, Pattern Inc acquired digital consultancy Practicology, to add consulting and digital agency services to its market-leading marketplace offer. Brands we work with include: Converse, Google, KONG, Lego, LVMH, Panasonic, Pure Encapsulations, Pandora, Skechers and Skullcandy.

Principal Consultant

Key Projects

Converse Digital Transformation
Duration: September 2018 - Current

This engagement sees me leading the digital transformation for a global brand with an already mature APAC digital commerce offering. A key focus of this project is the replatform of their current ecommerce offering through a robust technology selection process, creative design utilising data driven decisions to ensure an elevated UX, internal process mapping, UAT management, roadmap strategy.

HCA Digital Transformation
Duration: January 2018 - Current

A business with a very mature B2B offering is looking to utilise digital channels to enable a more seamless operation for both their customer and internal stakeholder. This engagement involves me leading a team of consultants to deliver a strategic roadmap that involves a ground up rebuild of their marketing and technology stack, with a view to movement towards a single source of truth for customer, product, order, and inventory. The final piece to this engagement will see multiple new digital commerce offerings enabling the brands throughout multiple geographies across APAC, Europe, and North America.

As the Principal Consultant for Practicology Sydney my role sees me lead and oversee a raft of strategic projects across the digital space. These are tailored to be through the lens of the customer and focus on digital transformation, technology selection, conversion rate optimisation, UX & design, mobile strategy, and internationalisation.

Key Projects

David Jones Digital Transformation
Duration: Oct 2016 - June 2018

I was fortunate enough to work on a large digital transformation project for David Jones where I oversaw both the strategic vision and delivery of the end-to-end digital customer experience. This engagement was centred around the consolidation of multiple digital experiences, into a single, responsive web application that enabled a more seamless customer experience for the David Jones customer.

About the Company

Practicology is a strategic multichannel consultancy with offices in London, Sydney, Melbourne and Hong Kong. The 50-plus global team continues to grow, but our point of difference remains the same; every consultant has worked within retail and consumer brands and understands our clients’ challenges.
 
We deliver an end-to-end portfolio of services designed to address our clients’ digital challenges, including: consulting, technology selection, data and analytics, conversion rate optimisation, digital marketing, digital design and content, ecommerce trading, interim resourcing and training. We help formulate a winning strategy underpinned by sound commercials, and supported by the right skills, processes and technology. 
 
Australian clients include: Country Road, Pandora, Carlton United Breweries, Moet Hennessy, David Jones, Freedom, Nike, Adidas, Gazman, Calibre, Kathmandu and more.

As a Senior Consultant my role sees me lead a raft of strategic projects as outlined above, with a key focus on technology selection, conversion rate optimisation, UX & design, mobile strategy, and internationalisation.

Senior Consultant

B2B eCommerce Association of Australia

The B2B eCommerce Association of Australia is the nations largest digitally-focused community & resource for B2B company's, practitioners and industry partners. The B2BEAA mission is to support the digital enablement and transformation of all Australian B2B company's so they can remain competitive and thrive in this fast-moving digital economy.

Advisor

SurfStitch.com

Responsibilities

● Provide strategy and project direction for delivery of the new SurfStitch responsive website for mobile and tablets. This project consisted of replacing the current proxy solution mobile site, with a new responsive front-end for both mobile and tablet, along with a custom built API backend.
● Liaise with both SurfStitch development and marketing teams as well as London based development company to ensure execution of project was inline with business expectations.
● This project consisted overseeing all aspects of the delivery in an agile environment including, business case creation, use case creation, wireframing and design phase, build phase, UAT phase, training phase, go live phase, and post project success reporting.
● Use strong analytical skills to provide pre-project insights and post project performance metrics using tools such as Google Analytics, Dynatrace APM, and Akamai.
● Work with the SurfStitch marketing team to analyse site performance and devise strategies to improve customer experience and conversion rates from a technical standpoint.

Ecommerce Consultant

Responsibilities

● Reporting directly to the CIO this role saw me mentor project managers, architects, engineers, developers, and testers.
● Assess, manage and lead resource planning, allocation, and utilization.
● Analysing requirements, undertaking research and drafting management reports and recommendations including any commercial implications.
● Manage internal communications on projects and work streams via status reports and weekly project status meetings with executive team.
● Manage project scope, resource restrictions/limitations, project issues, stakeholder expectations and cater for changing business priorities.
● Manage business case entry and submission.
● Manage use case entry and submission.
● Chairperson of the user experience group. This group provided the gateway for the majority of on-site BAU changes.
● Responsible for the companies PCI compliance program, and quarterly scans.
● Use strong analytical skills to understand customer technology usage habits using IBM Coremetrics, Google Analytics and Akamai to ensure we stayed ahead of trends.

Achievements

● Managed the delivery of a European version of the SurfStitch Australia website for both desktop and mobile. This included fully translated, country targeted desktop and mobile versions in French, Spanish, German, and English.
● Led implementation of Optimizely A/B testing solution across multiple front ends, which led to discovery of key actionable insights.
● Worked with CIO and PM on migration of hosting from Macquarie Telecom in Sydney to Oracle data centres.
● Worked with internal team on development of custom API to power all mobile front ends (mobile web, tablet web, mobile/tablet responsive ios app)
● Delivered analysis which led to the migration from IBM Coremetrics to Google Analytics, directly leading to a reduction in marketing spend by $150k per year.

General Manager Platforms & Technology

Responsibilities 

● Manage the recruiting, onboarding, performance management, and communication function for the IT organisation. 
● Build productive relationships with stakeholders both internally and externally to ensure technology solutions are appropriate, effective and address business requirements.
● Promote IT best use and educate the business users on the most effective use of the respective tools and information available to them.
● Develop, communicate, publish and manage project plans for implementing new product releases/upgrades.
● Manage the IT procurement process and spend.
● Manage and reconcile annual IT budget with finance.

Achievements

● Worked with New York based third party for delivery of the first SurfStitch desktop website in late 2008.
● Led project delivery for first SurfStitch mobile website in late 2009.
● Led project delivery for second version of SurfStitch desktop website in late 2011, built on Oracle ATG.
● Implemented Akamai content delivery network across both desktop and mobile sites which led to increases in website performance as well as decreases in annual hosting costs.
● Led full integration of SLI-Systems search across both desktop and mobile instances.
● Successfully managed IT aspect of complete office & warehouse move from Sydney to Gold Coast in February 2011. Given the nature of an online retail business this required significant planning to ensure that any interruption to systems or fulfilment was limited. Move was completed over a single weekend allowing business operations to continue un-interrupted.

IT Operations Manager

Applaud-IT

Responsibilities 

● Working in a team of 3 I provided 2nd and 3rd level technical support for an organisation of 1000 users both remotely and in person. 
● Troubleshoot software and hardware issues in a Windows based environment.
● Network fault diagnosis, installations and maintenance.
● Undertake project work, including audits, upgrades etc.
● Proactively manage all services and provisioning requests.

Desktop Support Engineer

With nearly two decades of dedicated experience in digital and ecommerce growth, I have been at the forefront of transformative changes in the industry. My journey began as a foundational employee for a pureplay ecommerce business that went on a journey from a startup to a publicly traded company, expanding its presence across multiple global regions.

For over 7 years, I've had the privilege of working with top-tier brands, accelerating their growth on Amazon in Australia. My current role involves strategic collaborations with brands at the apex of their categories, helping them navigate and thrive in the highly competitive ecommerce landscape.

I'm currently loving my role working over at @ Pattern. In my role, I lead our brand acceleration efforts across various marketplaces, including Amazon. I also oversee our innovative supply chain product, which empowers brands to efficiently scale their operations across areas such as import/export, D2C, B2B, as well as Amazon FBA and FBM.

My career is a testament to my passion for driving growth and operational excellence in the digital commerce space. I thrive on building new things, continuously seeking opportunities to innovate and create impactful strategies that propel brands to new heights.

Sean Walsh

Amazon just grew faster than it did 12 months ago.


In an environment of:
→ Tariffs
→ De minimis thresholds tightening
→ Walmart and Temu pushing harder than ever

Amazon accelerated.

Almost every business line grew at a higher YoY rate than last year.
→ Advertising: +24%
→ AWS: +20%
→ 3P services: +12%

Even core retail grew double digits.
I forsee, with a heightened robotics push this will reemerge as a star.

That said, the underlying story this time isn’t retail.

It’s the margin engines driving the flywheel:
→ AWS powering the infrastructure
→ Advertising monetising attention
→ 3P Services scaling distribution

Together, they’re building a model that’s harder and harder to replicate.

Amazon isn’t slowing down.
It’s accelerating into complexity, not away from it.

Director @ Pattern International | Accelerating Brands on Amazon

Unauthorised resellers are a headache.


But this one’s different.
Because the reseller is Amazon (1P).

Here, the official brand is losing the Buy Box.
On its own listing.

Because Amazon found the product cheaper somewhere else, and priced accordingly.

Before you head for your pitchforks.
This isn’t Amazon being unfair.

It’s Amazon doing what Amazon does:
Sourcing product wherever it can to offer the lowest price possible.

The real issues?
A distribution model that isn’t locked down.
And an Amazon strategy that isn’t built for it.

When your product leaks through backdoor distributors, and your retail partner moves faster than you.

You lose control of price, perception, and performance.

This isn’t a pricing problem.
It’s a channel control problem.

And it’s fixable.

At Pattern® we help brands fix that:
→ Trace how inventory ends up in the wrong hands
→ Tighten authorised supply
→ Rebuild listings with compliant, consistent offers

1P vs 3P on Amazon.

The fork in the road that defines your channel strategy.

1P (Vendor Central)
Amazon is the retailer. You’re the supplier.
→ Amazon buys your product wholesale
→ They own fulfilment, CX, returns
→ Prime baked in, strong trust signal
→ But… you give up pricing power, margins compress, and visibility is limited

3P (Seller Central)
You’re the retailer. Amazon is the channel.
→ You own pricing, content, and brand presence
→ Full access to data and levers
→ No rotating vendor managers every 3 months
→ But… more ops, more complexity, more accountability

The real trade-off:
Control vs simplicity.
Margin vs workload.
Agility vs predictability.

When 1P makes sense:
→ You want scale without operational lift
→ Your economics don’t support 3P fees
→ You’re happy to trade control for simplicity

When 3P wins:
→ You want pricing discipline and brand control
→ You want transparency on demand, ads, and range
→ You’re building a long-term Amazon capability, not renting one

The questions every brand should ask:
→ What margin do we need to hit?
→ What capabilities do we have (or need)?
→ How much control do we actually want over our brand on Amazon?

Choosing the right model isn’t purely an operational decision.
It’s a strategic one.

Most sellers still talk about the Buy Box like it’s one winner per ASIN.


It’s not.
The Buy Box is regional.
Awarded by where the shopper is, not just what your offer is.

So you can win in Sydney.
And lose in Melbourne.

Win in New York.
Invisible in Texas.

Why?

Amazon is weighting the levers that actually matter to the customer:
→ Inventory sitting close to the shopper
→ Faster delivery promises
→ Fulfilment method (FBA > FBM in most regions)

Same ASIN.
Same price.
Same Prime badge.
Different region = different outcome.

If your stock is sitting in one corner of the country…
You’re giving up customers you should already own.

How to adapt:
→ Spread inventory across multiple fulfilment centres
→ Track Buy Box share by region, not just nationally
→ If you’re FBM, look at regional carriers or SFP to stay competitive

This isn’t one national race anymore.
It’s hundreds of local ones.

And most sellers don’t realise they’re only competing in a handful.

Black Friday: the annual reminder that half the internet has my phone number

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Manny Sidhu

Sean Walsh

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The Battle

Manny Sidhu

Sean Walsh

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Sean Walsh's LinkedIn Performance

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