90-Day Strategic Intervention

Structure a decisive phase of your e commerce with greater clarity, coherence and control.

The strategic intervention is designed for executives going through a phase of growth, transformation, realignment or increasing complexity, and who need to better align ambition, organization, profitability and execution.

Over 90 days, it helps bring the right topics to the right level, clarify key decisions and strengthen the steering of the trajectory, whether it concerns offer, marketing, conversion, customer experience, logistics, supply chain or governance.

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90 days

A focused format to structure decisions and realign your trajectory.

Strengthened leadership

From offer to operations, a clear and actionable end-to-end view.

Key phase

Growth, transformation or misalignment address the right issues at the right level.

Some phases do not require more initiatives. They require more structure.

When e commerce changes scale, transforms or absorbs new challenges, topics multiply quickly. The offer expands, channels overlap, acquisition costs evolve, customer expectations rise, logistical constraints increase, stock arbitrations become more sensitive, and the gaps between ambition, organization and execution become more visible.

In these moments, the issue is not necessarily to start everything again from scratch. The challenge is often to better structure the current phase, restore hierarchy in priorities, and bring greater coherence between what the company wants to sell, how it commercializes it, the experience it promises, and the organization’s real capacity to deliver.

This is precisely the role of a strategic intervention: bringing more clarity, more coherence and more discipline to a phase that the company can no longer manage through the simple accumulation of initiatives.

When an e-commerce business scales, transforms or absorbs new challenges, topics multiply quickly.

The offer expands, channels overlap, acquisition costs evolve, customer expectations rise and logistical constraints increase.

The gaps between ambition, organization and execution then become much more visible.

In these moments, the objective is not to start everything again from scratch.

The challenge is to better structure the current phase, restore hierarchy in priorities and bring more coherence between what the company sells, how it commercializes it, the experience it promises and its real capacity to deliver.

This is precisely the role of a strategic intervention: bringing clarity, coherence and discipline to a phase that can no longer be managed through the simple accumulation of initiatives.

Priorities shift faster than they stabilize

Marketing, offer, conversion and operations no longer progress at the same level

Structural decisions remain unclear, postponed or insufficiently driven

Growth or transformation increases complexity faster than control

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This intervention is designed for leaders who need to better manage an important phase of their e commerce.

This offer is aimed at founders, CEOs, managing directors, BU leaders, members of the executive committee and operating shareholders who carry the company’s trajectory and cannot allow an important phase to dissolve into partial arbitrations, diffuse responsibilities or fragmented execution. It becomes particularly relevant when leadership needs to better structure an e commerce system that has become more transversal, more demanding and more sensitive to manage.

This offer is aimed at founders, CEOs, managing directors, BU leaders, executive committee members and operating shareholders directly responsible for the company’s trajectory.

In these situations, an important phase cannot be allowed to dissolve into partial arbitrations, unclear responsibilities or fragmented execution.

It becomes particularly relevant when leadership needs to better structure an e-commerce system that has become more transversal, more demanding and more sensitive to manage.

You are entering a new phase of growth and want to give it a stronger structure

Your acquisition is progressing, but conversion, retention, profitability or operations are not keeping pace

You need to realign the offer, logistics, supply chain or organization with the commercial ambition

You are engaging in a transformation, a reorganization, a redesign or a migration that requires greater clarity

You feel that a new stage requires a stronger level of leadership without immediately installing a full e commerce leadership team

Assess your current situation

What this intervention helps bring back into alignment

Clearer priorities

Key topics are no longer drowned in urgency, successive compromises or contradictory decisions.

A better aligned system

Offer, marketing, conversion, CX, operations and supply start working toward the same trajectory again.

More structured decisions

Important decisions are made at the right level, with greater clarity on their business, operational and financial implications.

Stronger execution

Teams move forward with a clearer direction and a more structured framework across acquisition, merchandising, CRM, UX UI, CRO, logistics and customer service.

A phase better under control

The company regains greater control over its growth, transformation, profitability or reorganization.

The challenge is not to add more movement. The challenge is to ensure the right levers, the right decisions and the right level of leadership work together.

The intervention does not rely on a single point of view. It brings structure back to the topics that determine the trajectory.

The intervention focuses on the areas that truly determine the quality of e commerce leadership during the phase the company is going through. Depending on the context, it may include the realignment of the offer, positioning or merchandising, the coherence between acquisition, CRM and profitability, the improvement of UX UI journeys and CRO levers, the articulation between customer promise, customer service, logistics and supply chain, as well as the structuring of responsibilities, decision frameworks, leadership rhythms and transformation priorities.

Strategic Clarification Note — Deliverables

A clear reading of the business decisions to revisit or clarify

A shared action framework on the critical topics of the e commerce system

Concrete realignment between marketing, conversion, CX, operations, supply and organization

A leadership sequence maintained over time, with explicit decision checkpoints

A clearer, stronger and better managed trajectory at the end of the 90 days

Make the right decisions now

A short, structured intervention maintained from start to finish

Framing

Clarification of the context, challenges, objectives, scope, stakeholders and the most sensitive topics.

01

Assessment

Reading of the situation and identification of tensions, dependencies and pending decisions across the offer, marketing, conversion, CX, operations, logistics, supply chain and organization.

02

Structuring and realignment

Reframing of priorities, responsibilities, decisions and the articulation between commercial ambition, operational capacity and quality of execution.

03

Phase leadership

Monitoring the momentum, maintaining direction, targeted adjustments, securing critical points and preparing what comes next.

04

The intervention is designed to quickly produce more coherence and more control. It does not stretch over time. It does not dilute. It gives the phase a higher level of structure.

Apply this approach to your situation

At the end of the 90 days, leadership regains a stronger position to decide what comes next

The mission aims to bring the company back into a stronger position to arbitrate, execute and maintain its trajectory. Depending on the context, the outcome may be a return to clear team autonomy, the continuation of certain initiatives within a stabilized framework, or the decision to install more durable leadership through an externalized e commerce leadership function. Above all, it helps move away from a situation where acquisition, offer, UX, CRM, customer service, logistics or supply each move in their own direction, and restore a level of coherence consistent with the company’s ambition.

The mission aims to bring the company back into a stronger position to arbitrate, execute and maintain its trajectory.

Depending on the context, the outcome may be:

• a return to clear team autonomy

• the continuation of key initiatives within a stabilized framework

• or the implementation of more durable leadership through an externalized e-commerce direction.

Above all, the intervention helps move away from a situation where acquisition, offer, UX, CRM, customer service, logistics and supply chain evolve in separate directions.

The goal is to restore a level of coherence consistent with the company’s ambition.

Strengthened autonomy

The organization moves forward with greater clarity, stronger discipline and better execution alignment.

Targeted continuation

Some structural topics still require specific work on conversion, profitability, offer, CX, supply or organization.

Sustainable leadership

The level of complexity, ambition or transformation justifies the installation of an externalized leadership function.

intervention

Réserver un échange de cadrage

A leadership intervention, not an additional layer of consulting

LP Advisory intervenes when the quality of leadership becomes decisive for what comes next. The goal is not to produce more recommendations, but to give the company a clearer framework to decide, arbitrate and sustain its trajectory during a phase that requires greater coherence. The intervention is carried out with a full e commerce leadership approach: a comprehensive reading of the business model, understanding acquisition and retention levers, demanding standards on conversion, UX UI, customer promise, logistics, supply chain, profitability and governance. This ability to hold together topics that many treat separately is what allows an important phase to be structured with greater solidity.

Apply this approach to your situation

Frequently Asked Questions

FAQ

FAQ – L.P Advisory

FAQ

FAQ : L.P Advisory

At what point does a strategic intervention become relevant?

When leadership needs to better structure a phase of growth, transformation, realignment or increasing complexity that requires a clearer level of leadership.

At what point does a strategic intervention become relevant?

How is this offer different from the strategic diagnosis?

What topics can the intervention cover?

How is this offer different from an externalized e commerce leadership function?

What happens at the end of the 90 days?

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