You’ve scaled your E-commerce brand past $5M with Meta.

You’ve got momentum. What next?

What used to work isn’t working:
⤬Unpredictable CPMs
⤬CPA creeping upwards
⤬Creative is burning out faster than you can build it

It’s not about doing more. It’s about attacking the right bottleneck. 

That’s what we do;

We partner with DTC brands doing $5-10Million and take them to $20-$100M.

Being CEO (or ‘Chief Architect’) at Venture Beyond, has taught me what it takes. There is no magic bullet and the founders we work with MUST be determined for success, and attack the bottlenecks as fast as we do.

We don’t sit on monthly retainers. And we won’t sit back and wait. 
We attack the result until it’s achieved.
That is why brands pay us on performance only:

A) We spend our own money and work as an Affiliate. If we fail, it hurts. It we win, we get paid.
(currently spending $1M/month of our own cash on brands we partner with). 

OR

B) We earn a % of revenue or contribution margin.

We don’t accept any brand. The opportunity cost for us is too high.
So- we will only ever work with 5 to 10 brands at any given time. 

We need to believe in the PRODUCT, the OFFER, and we need to believe in the FOUNDER.

In return- we won’t do random sparks of ‘creative genius’ when we feel like it. We will systematically engineer creatives through sequential Creative Testing, attentive Media Buying and CRO.

1. We build the ads.
2. We build the landing pages.
3. We run the ad spend.

We have managed over $100M+ in paid media on Meta, generating more than $200M in tracked revenue. We’ve taken brands from inception through to high 8-figures and got one brand into the Meta Disruptors group.

See our Case Studies for results.
Talk to us if you are serious about growth.


➡ BACKSTORY

Before Venture Beyond, I:

‣ Grew a Land Promotion business to 500+ homes under contract (still an Investing Partner)

‣ Flipped 22 properties during lockdown and redeveloped a block of 18 flats

‣ Misc- owned a gym, touted 10,000+ event tickets, car trader, eBay powerseller, grew a property community, ran AirBNBs, short stint in a cleaning business, was a wedding photographer.

‣ Started in Corporate Finance at Deloitte (ACA-qualified, Maths graduate etc etc etc)


➡ IMPACT WORK

We’ve raised £200K+ for water + food security projects in Malawi, bringing sustainable irrigation to over 10,000 people. DM me to Join the mission.

Shahbaz Khokhar

Any E-commerce people in Dubai next week?

I'm on a panel at the Meta Global Disruptors Connect at 9:30am on Friday 6th. Drop me a DM and I will see if I'm able to get you a ticket as it's invite only.

I'll also be speaking at Affiliate World Conferences at 15:55pm on Thursday 5th about 'Why Most Meta Ad Creative Teams Break at $100k/day in Ad Spend'. I'll be unpacking the last 5 years of what I have learnt about building Creative Operations and Media Buying teams. 

I'm also be shooting a few podcast episodes and making content around E-com. If anyone wants to collab on this whilst I'm here, or just generally wants to talk breeze on E-com drop me a DM!

See you there 🇦🇪

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CEO & Chief Architect

Meta UK Advisory Board Member

Co-founder & Investing Partner

Partner & Growth Marketer

Gym Owner

E-commerce Operator | 20+ Years Entrepreneur | Ex-Deloitte

Affiliate World Conferences

For the last few years I’ve been operating INSIDE the machine.

Building. Launching. Fixing. Reviewing. Optimising.

Living in the details.

But the next stage requires a shift.

From operator > To capital allocator.

In ecom, it’s dangerously easy to stay stuck:

Approving creatives.
Tweaking campaigns.
Rebuilding PDPs.
Negotiating with suppliers.
Checking Shopify every hour.

It feels productive. But, it’s also the ceiling.

So instead of living inside the work, I’m restructuring the business properly using a WBS. A Work Breakdown Structure is simply a clean definition of the permanent functions inside the brand.

Not launches.
Not campaigns.
Not random “projects.”

Permanent functions.

Here are my current Level 2 functions for an ecom brand. Steal them if useful:

01 Strategy
02 Product
03 Brand
04 Acquisition
05 Conversion
06 Retention
07 Partnerships
08 Supply Chain
09 Data & Analytics
10 Finance & Legal
11 Talent
12 Customer Experience
13 Systems & IT

Once these are defined, everything becomes cleaner.

Each function becomes a Cost Centre.

In your accounting software, you can set up tracking categories aligned to each of these. Every expense gets tagged to a function.

Now you can see:

- How much you’re spending on Acquisition vs Retention.
- How much Product R&D is actually costing you.
- Where operational leakage is happening.

Functions → Cost Centres
Cost Centres → Budget Owners
Budget Owners → Reporting Cadence

Founder → Capital Allocator

If Acquisition has a budget, someone owns MER.
If Supply Chain has a budget, someone owns Unit Economics.
If Retention has a budget, someone owns LTV.

No more blurred accountability.

This is a hard line requirement to shift your thinking from task supervision to capital allocation.

Allocate capital. Appoint strong function owners. Review weekly performance. Reallocate resources based on ROI.

Ultimately you don’t scale an ecom brand by staying inside the machine. You scale it by designing a machine that reports to you.

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Shahbaz Khokhar

Rahid Salim

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The Battle

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Rahid Salim

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Engagements

Likes

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