Founder of Clove Analytics
I spent years at Bain & Company in New York (the firm that invented Net Promoter Score®), working on growth and profitability for consumer brands doing nine and ten figures.
Later, as data science lead at NPS Prism by Bain, I helped brands with millions of customers understand how to make more profit per customer. Before that came a Yale degree in applied mathematics.
I started Clove because the profit techniques big companies take for granted almost never reach founder‑led brands, where they’d move the needle most. A founder doing $10M doesn’t need attribution theater; they need to know how to get the best bang for buck from their ad spend.
If you’re running a $5–50M DTC brand, you don’t need another dashboard.
You need someone who’s seen how the best brands grow profitably, who can read your numbers like an open book, and who will tell you, bluntly, whether your ads are making you money.
Revenue tools tell you what you sold. Clove tells you what you keep.
I focus on contribution profit after product, variable delivery, and acquisition marketing costs.
I won’t show you ROAS without costs or pretty graphs without a P&L you can tie them to.
You get a diagnosis, what to do about it, and the data to back it up.
If I can’t point to the most important move to make this quarter, I haven’t finished the job.
No wall of numbers leaving you wondering what to do next. No strategy your team can’t execute.
I state the facts and show the math that proves them.
Projections are always conservative.
You won’t get hand‑wavy “10x your growth” promises; you’ll see the downside case next to the upside.
We start with a short Fit Call. I want to understand your current ad spend, where profit feels fuzzy, and whether there’s enough on the table for the Audit to make economic sense. If the math doesn’t work, I’ll say so and point you in the best direction I can.
You work directly with me. There’s no account manager layer. I ask for read access to your store, ad accounts, and P&L, plus one or two point people on your side. Your team’s time is usually 2–4 hours across the Audit; I do the heavy lifting.
My job is to tell you what’s true about your acquisition economics, even when it’s uncomfortable. You’ll always see the data, the logic behind the conclusions, and the tradeoffs. I’ll recommend a single “do this first” move rather than a menu of options.
Everything we produce is designed to be run by a real team: one CAC guardrail and a clear profit model that turns into tomorrow’s to‑do list for your CMO or media buyer.
If we continue beyond the Audit, it’s because keeping the scoreboard live and the guardrails fresh is worth many multiples of the fee to you. The Clove Partnership is month‑to‑month and has to earn its place every month.
Before Clove, I spent years doing profit work for some of the world’s largest consumer brands at Bain & Company. Different scale, same discipline.
Redirected investment toward a fast‑growing, high‑repeat category, creating a nine‑figure profit opportunity over three years.
Built a COVID‑era demand and P&L model that guided investment and helped capture roughly $600M in productivity savings.
Analyzed hero SKUs and occasions to guide price, pack, and shelf strategy going into Walmart negotiations.
