Salif S.

Direct Response Creative For eCommerce Brands | Clients Include Setu, eComm Scaling Secrets, True Classic, FitTrack, Laura Geller, Perk, Alpha Lion, Glow25, PetLab, KraveBeauty, and more...

Siba Consulting is a lean eCommerce agency that helps 7-9 figure brands scale their new customer acquisition through Meta and YouTube ads. 

Our partners include Omnilux, Laura Geller, True Classic, Obvi, FitTrack, Solawave, PetLab and more...

We specialise in end-to-end performance creative development, media buying and multi-funnel testing.

Check out our work -> https://www.sibaconsulting.com/

Book an intro call with me -> https://calendly.com/sibaconsulting/discoverycall

Founder

Founder of a boutique performance marketing and creative agency for high-growth eCommerce brands and info-products.

We specialise in direct response creative and landing page development.

Learn more here: sibaconsulting.com

Currently paying some of my creative strategists $10,000+ per month.

Looking for more strategists to join my agency 🚨👇 

Only apply if:

- You worked for/with 8-9 figure DTC brands
- You've made ads that spent $100k+ and you have proof to show
- You're serious about growing with a lean team

If you want to apply, send me a DM with your portfolio.

Or drop a comment below and I'll send you more info 👇

Salif S

Founder @ Siba Consulting | Lean creative agency for 7-9 figure DTC brands

Winning angles don't last forever.

You should always have multiple big ideas (angles) selling your product.

Ideally 2-3 at the same time.

Let’s say that you’ve been scaling hard with “Cortisol imbalance”.

As you iterate on that angle, you also need to expand. 

For example introducing stuff like “Menopause” or “PCOS”.

The more the better.

Creatives die out fast and you should always be exploring new messaging.

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My whatsapp right now is:

- 10% family
- 20% friends
- 70% biz opportunities

Q1 in Dubai was amazing for networking.

Hope this whole thing calms down so I can move there.

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If you’ve been running a lot of cold traffic ads, you have a huge pool of warm traffic ready to convert.

Here are 2 ad frameworks we ran on product aware audiences that printed for us:

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1) 1st Person Customer Experience

Relate

“Ugh… I got suckered into buying this from Instagram”

Outcome

“If I ever meet the owner of this product I’ll give them a hug”

Benefit

“Who knew this product was the key to…”

Address skepticism

“And what made me finally try it was…”

Objection handling

“But secondly, this has been clinically proven…”

CTA

“If you’re also going through something similar… you have to try this”

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2) 3rd Person Authority Figure

Hook (Myth Bust)

“Is this dental powder a scam? Vet review”

Authority

“My name is ___ and I’ve been a vet for 15 years”

Build hype

“My clients are raving about this product…”

Reveal / Research

“So I had to do a deep dive into their formula and research"

Benefits

- Benefit 1
- Benefit 2
- Benefit 3

How to use

“It’s super easy to use…”

CTA

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Copying other brands is fun until you realize they run at 0.7 ROAS.

Just because a $50M brand is doing it doesn't mean it works for you at $400k/month.

For the past 2 years I’ve worked closely with a ton of 8-9 figs brands.

I’d NEVER start a brand if it didn’t tick all these boxes:

1. Huge TAM
2. Product that actually impacts people lives
3. Subscription model

Huge TAM = Sell to basically anyone.

Subscription model = High LTV, high spending power. 

Great product = Makes everything easier.

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We delivered a new creative batch to a client

One ad has already scaled to $8k/day 🤷🏽‍♂️

Chris Nawrocki

Ecommerce Consultant | Director | CMO | CCO & Founder @ Heur

Co-founder at Heur - an award-winning DTC-as-a-service ecommerce agency.

We run end-to-end ecommerce for ambitious brands, owning strategy, trading, digital marketing and retention. In practice, that means becoming your senior ecommerce team on demand and taking responsibility for performance, not just activity. We currently operate and grow some of the world’s most ambitious B2C ecommerce businesses.

I’m a hands-on ecommerce and digital growth operator with 17+ years’ experience across international luxury, lifestyle and FMCG. I’ve worked brand-side, agency-side and alongside investors, with deep, practical exposure to scaling ecommerce businesses across markets.

Previously, I’ve worked with brands including H&M, Lyle & Scott, Vivobarefoot, Drake’s, Resident Home, Derek Rose, Jaded, The Ragged Priest, Duke & Dexter and Tangle Teezer.

Today, I work directly with founders and leadership teams in CMO, COO, Growth Director and NED capacities. Typical mandates include rebuilding ecommerce foundations, restoring growth momentum, professionalising teams and trading models, or preparing businesses for investment or M&A.

My experience spans full ecommerce ownership: P&L accountability, multichannel acquisition and retention, marketplaces, CRO, tech stack decisions, and the operational realities behind the storefront - from procurement and fulfilment through to delivery and customer experience.

I specialise in designing and executing growth strategies that are commercially rigorous, scalable and profitable. I’m comfortable operating from board level through to hands-on delivery, translating complexity into clear decisions, and building systems that stand up under pressure.

Director Of Ecommerce Strategy

End-to-end Ecommerce and marketing growth agency. Delivering managed Ecommerce and fractional growth support for growing brands.

Working with clients such as H&M, Union Coffee, Drakes and Jaded London.

I expected AI to shrink creative teams... because once production becomes cheap and instant, it feels like the “making” part of marketing stops being a bottleneck.

What has actually happened is the opposite. Output has exploded, so direction has become the constraint. When everyone can generate ten variations in an hour, the competitive edge shifts to having an eye for what belongs, what is off-brand, and what will work commercially.

It is similar to photography going digital. Cameras got better and cheaper, and suddenly everyone could shoot. The winners were not the people with the fastest shutter finger. They were the ones who could frame a shot, set a mood, and build a consistent point of view across a whole body of work.

You can see it in paid social now. One brand uses AI to flood the channel with average assets (This is the MUDDY MIDDLE) and watches blended CAC drift upwards as frequency rises and response weakens. Another keeps a tight creative direction, uses AI to iterate around it, and ends up with better learning, cleaner spend, and more contribution per session.

The trade-off is uncomfortable. Creative direction is harder to hire for and harder to measure, which means the best people cost real money.

AI reduces production costs. It increases the premium on taste, judgement, and commercial creative leadership... this is what interests me now!

Founder & CCO @ Heur | Fractional Ecommerce Consultant

Hiring an in-house ecommerce team looks like control.

For many growing brands, it is concentrated risk.

We now run managed ecommerce for 10+ brands. The common thread is not capability. It is risk appetite. Building an internal team means fixed salaries, hiring errors, management load and the quiet cost of underperformance while you work it out.

A useful comparison is portfolio management. You can place one large bet on a single stock and hope you hired the right manager. Or you can access a diversified fund with specialist operators across disciplines, already working as a unit. The second model spreads risk and compresses learning curves.

In ecommerce, mis-hiring a Head of Performance or Ecommerce Director can cost six figures before you see the damage in margin. Add recruitment fees, onboarding time and opportunity cost, and growth slows while payroll stays constant.

Managed ecommerce changes the structure. You access a senior trading brain, performance expertise and operational governance without carrying the employment risk. Incentives are aligned around contribution, not job titles. It also gives you access to CMOs and senior consultants for the BIGGER questions a traditional team would not be able to navigate.

It is not about outsourcing responsibility. It is about structuring it properly. For brands where D2C matters, reducing execution risk is often the most underrated growth lever.

Building teams can work - Outsourcing ecommerce has a much higher chance of success!

Most ecommerce reporting is overbuilt.

Too many KPIs, not enough understanding.

I regularly see dashboards with 25 metrics tracked weekly, yet no one can clearly explain what actually drives contribution. Traffic is up, conversion is down, AOV is flat, ROAS looks acceptable. The board still cannot answer a simple question: Are we creating profitable growth?

In finance, no serious CFO manages a business through 30 ratios at once. They obsess over a small set of drivers and understand how they interact. Revenue quality, gross margin, operating leverage, and cash conversion. Everything else supports those.

Ecommerce is no different. If you truly understand blended CAC, repeat rate, gross margin and contribution, you can diagnose most performance issues quickly. You can see when discounting is masking demand weakness. You can see when paid efficiency is deteriorating before profit collapses.

The problem is not data availability... they give comfort.... It feels safer to discuss many surface metrics than a few hard commercial truths.

Depth beats breadth here. Knowing five KPIs inside out, including their drivers and trade-offs, gives you control. A vague grasp of twenty-five gives you noise.

I'd choose clarity over volume every time.

Marketing costs are rising. That is a given.

Everyone talks about optimising your marketing... but the real lever is how well you trade your website.

If your unit economics are solid, the site becomes a force multiplier. Conversion rate, AOV, mix of full price to discount, repeat cadence. These are trading decisions. They determine how much contribution you generate from the traffic you already paid for.

Think of it like retail shelf space. Two supermarkets can have identical footfall. The one who understands product placement, margin mix and basket drivers will generate more profit from the same volume. The footfall matters, but the trading matters more.

Most teams default to buying more traffic when revenue softens. It feels active. It shows intent. But if your product mix is skewed toward low-margin SKUs, if discounting is doing the heavy lifting, or if your PDPs are leaking conversion, you are amplifying inefficiency.

Strong trading discipline changes the equation. You improve full-price sell-through. You protect gross margin. You lift AOV through intelligent bundling rather than blunt discounting. Now every pound of media works harder.
Poor trading erodes brand and margin at the same time. Good trading compounds both.

Traffic buys opportunity. Trading turns it into profit.

Growth makes alignment harder... but not impossible.

The bigger the team, the easier it is for priorities to drift. This is totally natural and part of growing fast.

In the early days of an agency/businesses, everyone sits close to the numbers. You feel cashflow pressure together. You know which clients matter. Decisions are made against a shared understanding of margin and risk.

As you scale, that proximity fades. More roles, more specialisation, more interpretation. People optimise for their function because that is what they see. Performance marketing chases ROAS. Delivery chases utilisation. Sales chases top line. All rational in isolation.

It is similar to a rowing crew. When there are four people in the boat, you can sense if someone is slightly off rhythm. With eight, misalignment compounds quickly. If the stroke rate is not clearly set and reinforced, effort increases but speed drops.

Alignment drifts because prioritis and information fragment over time. The leadership still sees the whole P&L. Most of the team only sees a slice... but this is what needs to happen as you scale! 

The fix is not more meetings. It is clarity around what actually matters commercially and repeating it until it becomes muscle memory .

You will hear me say muscle memory a lot in the context of ecommerce - build the reflex for things that matter most.

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