Fabricio Miranda

Flieber, Inc.

CEO & Co-Founder

Headclicks Inc.

COO & Partner

Victori Partners

COO & Co-Founder at Victori Capital

Executive Director & Co-Founder

Director of Planning & Control at EcoAqua

Grupo Performa

Managing Director & Co-Founder

Neoris (Cemex Group)

Marketing Manager

Promon Engenharia

Project Manager at Promon*IP

Encad (Kodak Group)

Internet Marketing Specialist

Globosat

Marketing Intern at SporTV

I love building businesses from the ground up. I started my first business at 26 and haven't stopped since then. I have founded or joined as a partner in the very early stage a total of seven companies, being the last four in the online retail industry. I'm obsessed with the revolution that retail is undergoing, especially in the supply-chain space. I'm an eternal optimist and I can't wait for the amazing future ahead!

Shopify is losing it!

Last week, our app was delisted for 4 days because Shopify decided that the price that we had on the app wasn't matching the price on the website (IT WAS!). 

The app went back live on Friday and today it was delisted again without any notice. This time because they decided that the way we're collecting money from customers isn't matching their policies. 

Detail: we've been operating this way for over 6 years! 

I hope Shopify doesn't become a new Amazon, that doesn't care for its merchants and service providers. 

If you're a merchant or provider, please comment or repost this for reach. We cannot accept this type of practice in the industry.

Harley Finkelstein Tobias Lütke 👆

li_at

JSESSIONID

Founder & CEO @ Flieber | Building the Inventory Forecasting Platform of Modern Commerce

Update on our Shopify saga: our app is back online!

Huge thanks to everyone who reached out, offered support, and especially to those who helped behind the scenes — both inside and outside Shopify.

Hopefully, this was an isolated episode, and we can keep doubling down on the Shopify ecosystem as we’ve been doing for years.

Now, back to work. 💪

Bureaucracy is the enemy of innovation.

Flieber has been operating as a Shopify partner for over 6 years, with no issues at all. 

Until last week, when they delisted our app because our pricing in the app listing wasn’t perfectly aligned with the pricing on our website.

We fixed it immediately, but it still took them three days to re-list the app. During that time, we lost new customers and created unnecessary friction for existing ones trying to connect their Shopify stores.

To our surprise, yesterday they delisted the app again — this time without any notice.

Now, they’re asking us to collect payments through their billing system.

But it doesn't make sense, since we're a multichannel platform that connects to many sources of data — Shopify is only one of them.

Imagine if Amazon, for instance, also required us to process payments through them — it would make it impossible to operate both integrations.

But their team is unyielding. They must be following rigid internal directives that prioritize compliance over common sense.

When a company shifts from an entrepreneurial mindset to a bureaucratic one, things tend to slow down. It’s disappointing to see that happening to a company I’ve long admired.

I still hope Harley Finkelstein and Tobias Lütke can help course-correct before it’s too late.

$20,000 burned on ads in a month with no real results?
Totally fine.

$5,000 a year to finally get your inventory under control and reduce those costly stockouts?
Way too expensive.

Funny how some brands treat “growth” like a gamble but “operations” like an afterthought.

The ones who win know: inventory isn’t a cost center — it’s really what makes or breaks a brand. 

Everyone else? They’re just guessing their way to one more stockout.

It’s been three days since our Shopify app was delisted.

Last week, we also had three days out due to another frustrating reason.

Shopify used to be amazing — we had a great relationship for the first six years. For some reason, that’s changed lately.

When companies like Flieber join ecosystems like Shopify’s, we add value to their customers, which in turn adds value to their business. It’s a positive flywheel: more service providers enable better customer experiences, which enhance their platform’s value and attract more brands.

By treating long-term partners like us with such little consideration, they’re playing against their own interests (while also deeply harming ours). It’s a lose-lose game.

I really don’t believe actions like these come from brilliant leaders like Harley Finkelstein, whom I’ve admired and followed since 2012. He probably isn’t even aware that some internal team is taking these steps against partners.

That’s the sad part. As companies grow beyond their founders’ immediate reach, they often lose visibility into how certain decisions are made. Sometimes a single misguided decision can create ripple effects. Hopefully, Harley and the leadership team will take a closer look soon.

As an update on our specific case: after endless back-and-forth with the Shopify governance team, I asked yesterday to make our app “unlisted.” This way, we won’t have new users coming through the Shopify marketplace, and we won’t need to maintain two billing systems in parallel.

We haven’t received a response yet. It might be because operating outside their marketplace isn’t ideal for them — or maybe our recent posts have made the situation more sensitive.

My intention with these posts is simple: to show that partners in their ecosystem deserve respect, and to help them avoid going down a path that limits innovation (like Amazon does). I hope they understand that and make our app available again soon. Our shared customers deserve that.

Let’s see what happens next — I’ll keep you all posted.

A few weeks ago, I had a great conversation with Chris Januszewski  for the Rebellious Times Podcast. 

We talked about:
✅ How inventory inefficiencies drain profits across retail
✅ The founding story of Flieber and its mission to simplify replenishment decisions
✅ Lessons from building tech solutions through COVID-19 and global supply chain chaos
✅ Why AI is the future of smarter retail operations

🎧 Watch now: link in comments

If you’re a commerce brand and you still run a monthly S&OP meeting, be careful — something’s off.

The biggest cause of stockouts isn’t demand volatility or bad forecasting — it’s the disconnect between sales and inventory.

And meeting once a month (or even once a week) doesn’t fix that disconnect. It just puts a Band-Aid on a broken workflow.

Sales can’t plan promotions without seeing the impact on future inventory positions. And inventory teams can’t plan purchases or transfers without knowing exactly what sales is lining up — in real time, not “based on what was said in last month’s meeting.”

When sales and inventory operate in silos, everyone is always one step behind. You end up with an organization that’s slower, less responsive, and constantly dealing with stockouts and overstocks — because life happens every minute of the day, not once a month.

The real solution isn’t more meetings. It’s both sides working inside the same system, looking at the same data, and making decisions that stay aligned as reality shifts.

That means sales adding a new promotion and instantly seeing the effect on future inventory. It means inventory planning purchases with the confidence that no hidden marketing surprise is around the corner.

Modern commerce moves fast. Your planning should too.

taplio

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