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 🇦🇪

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

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.

graphical user interface, text, application, chat or text message

GE Grid Solutions

• Delivering OT Cyber Security for Grid Solutions projects to IEC 62443 standards.
• Providing comprehensive cyber security execution plans for project management teams.
• Conducting Detailed Risk Assessments to identify and mitigate potential security risks.
• Engaging with stakeholders for collaboration and alignment to assure compliance, requirements and delivery.

Cyber Security Consultant

Abalto Ltd

Over the past 6 years, my focus has revolved around the pursuit of continuous learning and professional development in OT Cybersecurity while actively engaging in OT Cybersecurity consultancy projects.  I have been deeply involved in critical infrastructure GRC, governance, conducting thorough vulnerability and risk assessments and compliance to maintain strong and resilient security postures for my clients.  Leveraging extensive experience in operational technology architectures, devices, and protocols alongside a comprehensive understanding of networking technologies, I have delivered cyber security consultancy.

As an OT cybersecurity consultant, I have a pivotal role in steering significant customer projects.  This encompassed assessing clients' security capabilities, devising tailored solutions to enhance their security proficiency, and fortifying their capacity to detect and manage evolving threats and risks.  Recommending, implementing, and configuring security products in operational settings, have enabled clients to adeptly harness emerging technologies putting important defences in place.

Deliverables:
▪ Conducted OT Cyber Security consultancy for Water Desalination & Distribution critical infrastructure plants with SCADA, Historians, PLCs, RTUs, etc.
▪ Conducted Information Security ISO27001 & IEC 62443 compliance Gap Analysis provided guidance to clients for improving the security posture of their facilities.
▪ Implemented ISO 27001 ISMS fully including policies, procedures, work instructions, and records including training.
▪ Formulated and proposed effective security controls, reinforcing system architecture and device configurations to mitigate identified security vulnerabilities.
▪ Conducted Vulnerability Assessments and Risks Assessment for industrial facilities, including on-site visits and comprehensive risk treatment plans.
▪ Conducted Compliance Assessment and produced Annual Compliance Reports.

OT Cyber Security Consultant

Working remotely and with regular visits to Oman office. Accountable for business unit operation and delivering Conceptual Design, FEED and Detailed Design, Construction & Commissioning projects (as part of major projects) following the contracts, within budgets and plans and to agreed client standards leading the client through decisions gates and approvals.  Accountable for budgets, contracts, execution, and delivery of 81 varying projects in this period.
▪ Responsible for managing projects to ensure successful delivery, with oversight of P&L to meet net margin and technical objectives within schedule and contract requirements. This included making key management, commercial, and technical decisions during project execution and coordinating activities among Abalto, clients, engineering teams, and subcontractors until project closure & lessons learned were identified.
▪ Handled resource allocation for projects with regular reviews to optimise resources. Led initial mobilisation of core project teams to develop a comprehensive Project Execution Plan (PEP), ensuring thorough review of all activities, assigning actions, agreeing on timescales, briefing stakeholders, and establishing effective communication channels.
▪ Managed project teams, including engineering managers, project engineers, various engineering disciplines, and third-party execution for 3D modelling scope. Established and managed execution processes and tasks, effectively monitoring progress for internal and client reporting, aligning with the project budget.
▪ Ensured utilisation of the project change management process, including assessing change impacts and actions, obtaining client agreements with variation orders, and implementing approved changes to the project plan and scope of work.
▪ Conducted business risk assessments and revenue forecasting, making recommendations to the Board for the dissolution of the Oman branch, and led the dissolution process following legal and accounting procedures.

Chief Operating Officer at Abalto LLC - UK Based

▪	Established business in Oman to provide engineering, construction, and commissioning services.
▪	Identify, develop, and direct implementation of business strategy established by the parent board and shareholders.  Developed business plan considering market, services offered, operations, management, finance and key milestones with sales and P&L forecasts reporting to shareholders on organisational plans and performance.  Secured financial support from banks.
▪	Plan and direct activities to achieve agreed targets and standards for financial and trading performance, quality, culture, and legislative adherence.  Spearheaded Sales & Marketing including supplier registrations with Oil Majors and EPCs with review and approval of sales estimates and proposals.
▪	Developed new client relationships winning major accounts with PDO, Daleel, Worley Parsons, Petrofac, Bilfinger Tebodin etc actively directing the overall delivery of service for FEED, Detailed Design (Electrical, Instrumentation, Mechanical & Piping), Site Construction, Commissioning, Start-up, Operations & Maintenance.
▪	Recruit, select and develop executive and project team members and direct staff and performance via the executive team developing and maintaining organisational culture, values and reputation in the market and with all staff, customers, suppliers, partners and regulatory/official bodies.  Develop company mission, policies, and standards.
▪	Built alliances with local companies with complimentary services to create synergy and opportunities.  Established agency agreements for Middle East for Alarm Management and Cyber Security systems.
▪	Recruitment of core team of control systems, process, and commissioning engineers to build intellectual capital as lead functions capable of supporting business development and building own departments.  Recruited senior sales consultant and assist in account and business development.

Country Manager and Principle Consultant at Abalto LLC

SNC-Lavalin

Responsibility:
• Deputy Project Manager and Deputy Technical Manager responsible for SNC-Lavalin JV interests at the project office including client management, team building, technical and commercial execution.

Major Project Scope:
Waha Concept Study & FEED for NC98 & North Gialo GOSP including 60 wells, gathering, separation, condensate recovery, export, high pressure gas re-injection to 30 wells and power stations with distribution.

Achievements:
• Delivered project management and technical management at project execution offices.
• Project team build from zero divisional resource assets by recruitment campaign including technical and commercial negotiations. Team built with project and long term business objectives in mind.
• Delivered Pre-FEED for NC98 and North Gialo and presented results and conclusions with cost estimates and options and offered advice on contracting strategies to Waha Oil Company management committee.
• Identified additional scope for new and re-worked deliverables for investigating additional concepts and presented a change claim. Negotiated a settlement resulting in a 15% revenue increase for the changes.

O&G Division Development
Project: O&G Division Team Building
Part of the core team responsible for set up of the Oil & Gas division from grassroots incubated by the SNC-Lavalin Libya Civil Division. Successfully built a high competency engineering team including 8 lead engineers in readiness for major EPC project executions.

Project: Civil Unrest Crisis Management
Managed Libya civil unrest exit of project team by assessment of safety and logistics, preparing contingencies and continuous assessment of risk. Set up local command centre for information gathering and disseminate to all personnel providing counselling and reassurance to allay concerns. Windows of opportunity monitored resulting in successful safe exit by all.

Projects Delivery Manager Oil & Gas

Yokogawa Europe Solutions BV

• Sole authority for every aspect of project
• Sole delegated authority towards Owner & EPC
• Full P&L responsibility
• Delivered full scope of large MAC contract
• Manage risks, scope change & quality
• Managed all aspects of project engineering, procurement, fabrication, planning, logistics & integration with other vendors
• Manage communication with Owner, EPC and stakeholders
• Authorise procurement and manage performance of subcontracts
• Responsible for resource management including remote and home office engineering teams
• Ensure integration and inter-operability with 8 other projects executed internationally by various EPCs

Project Manager - Saudi Kayan Phenolics Project

• Tender clarification & securing orders
• Managing MAC contract expectations gap with Owner
• Technical scope management & communication with EPCs
• Explain standardisation phase deliverables &amp; facilitate challenge handling
• Defined & streamlined information flow from EPC to MAC especially design inputs

Engineering Representative - Saudi Kayan Project

Shell E&P Offshore Perdido Regional Host Platform in Gulf of Mexico DCS and Safety Systems working with Alliance Engineering Wood Group for green field offshore PERDIDO Regional Host platform in Gulf of Mexico. DCS and Safety Systems FEED included developing project execution plan, defining scope and engineering specifications for approximately 10,000 DCS and Safety Systems IO in total. Detailed Third Party vendor interface definitions.

Responsibility:
▪ Management and development of the DCS and Safety Systems FEED deliverables such as systems execution plan, architecture, preliminary systems arrangements for cost estimates.
▪ Managed 4 engineers for production of technical specifications for hardware, and software for DCS, IPS and FGS systems following Shell MAC Toolkit.
▪ Resource planning, stakeholder and issues management, risks identification and technical interface issues discussions with Shell.

Achievements:
▪ Produced the project execution, quality and communication plans.
▪ Provided input into the Basis of Design and Operating Philosophy to Shell E&P design & engineering standards defining the scope.
▪ Produced specifications for Hardware, Process Automation System, DCS, Safety Systems, Fire & Gas systems, Execution & Testing and Lump Sum Estimate following Shell MAC Toolkit.

Lead Engineer - Shell E&P Offshore

Migration of ABB control, safety and fire & gas shutdown systems to Yokogawa systems with systematic hot swap of systems and loops during short planned Turnaround (TAR) for the BP Bruce Platform. The scope included engineering, build, strip out, installation, testing, hot changeover and start-up. Produced detailed planning and procedures for the TAR and rviewed technical specifications.

Senior Engineer Safety Systems for BP Bruce Systems Upgrade

FEED study for Safety Instrumented Systems for the Greenfield Houdini MEG development project delivering FEED concepts and specifications and cost estimates.

Lead Engineer Safety Systems for Houdini MEG FEED – Foster Wheeler

Commissioning & start-up of DCS, SCADA and IPS for 30 high-pressure high H2S wells, 6 manifolds, 1 cluster/gathering station, 100Km Pipeline, 2 separation trains and utilities including 3 coupled Recovery, Booster and Injection reciprocating compressors for gas re-injection at 780 Bar and oil export pumps.

Senior Commissioning Engineer for Harweel Oil Field Development – PDO

Set up and managed Abalto, starting with direct freelance consultancy commissions and culminating in numerous lump sum contracts for renowned international companies.
Abalto provided services for project engineering and management with a core competency of engineering for automation, control & instrumentation systems, at its peak employing 10 engineers.
As an owner, he was responsible for all aspects of the business from gaining ISO9001, recruitment, finance, marketing, sales and project managing all contracts; in some cases actively engineering, testing, installing and commissioning.
Successfully delivered some 140 projects in 15 years in an international arena with large engineering companies.  Details of these projects are available on https://abalto.com

Managing Director

Terminal Display Systems

Business Development for Display and SCADA Systems

Sales & Marketing Consultant

Sales and Contracts Management for Bus Bar, Power Distribution systems and PLC controllers.

Contracts Manager / Sales & Marketing Executive

I am accomplished, well-credentialed, self-directed and professionally certified with more than 30 years of broad management and engineering experience.

I have relentless dedication and enthusiasm, superior detailed knowledge and competence and have a consistently outstanding track record of recognised performance. 

I have the ability to take a view of projects to address the full range of technical, project and business risks and issues by applying a combination of engineering and management experience.

I have led projects and have proven to be able to assess complex situations and developing practical and effective solutions with a strong ability to deliver expected results on time.

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