Trusted by 700+ Shopify brands · $200M+ in revenue generated
Ecommerce strategy changes depending on what you sell.
UMG works primarily with consumer brands, with over two decades of combined leadership experience across the categories we know best: supplements and wellness, food and beverage, and broader consumer packaged goods.
The economics change with the product.
Our team has spent years working inside these businesses and helping brands scale them. Across these categories, we have supported companies that grew into the multi-millions in ecommerce revenue, and that background informs how we approach strategy today.
A brand selling a replenishable product should not be treated like a brand selling an occasional purchase. A heavy product cannot be merchandised without thinking about shipping. A subscription offer should not be built without considering margin and reorder behavior.
The economics of a supplement brand are different from a food product.
A replenishable product behaves differently from a one-time purchase.
Subscription only works when the buying pattern supports it.
Fulfillment can make or break margin, whatever the marketing plan says.
Shipping weight and pack configuration change what is viable.
How quickly people finish the product shapes the whole model.
These are things you learn by working in the category,
not by reading a playbook.
Our leadership team brings more than a decade of direct experience across consumer brands, including in-house roles spanning growth, ecommerce, operations, and project management. That gives us a practical understanding of how decisions made on the marketing side affect inventory, fulfillment, margin, retention, and the rest of the business.
The spine is the same.
The emphasis changes.
The workstreams we run do not change from category to category. What changes is where the leverage sits, which constraints matter most, and what has to be true before an offer or a subscription program will work.
A supplement brand needs education and replenishment to carry the model. A beverage brand needs shipping and pack configuration to work before the offer does. The list is the same. The order of operations is not.
What differs is the emphasis, and that is where category experience earns its keep.
The first order is only part of the
revenue opportunity.
Our leadership team has deep experience in supplements, wellness, and other functional consumer products, including more than 10 years spent both inside brands and on the agency side.
This category is crowded. Winning usually requires more than a good product page. The full customer journey has to make the value of the product clear and give people a reason to come back.
Where we put the emphasis:
Customers often need more education before they buy.
Claims, sourcing, and proof carry real conversion weight.
The first order is only part of the revenue opportunity.
Retention, subscription, and replenishment carry the economics.
Bundles and routines raise order value and LTV together.
Food and beverage has its own operating reality.
Food and beverage brands have their own operating reality, and our team has substantial hands-on experience in this category as well. We work on both the customer-facing side of the business and the infrastructure underneath it.
Because our experience extends into operations, we are comfortable getting into the details that affect profitability rather than looking at growth only from the marketing side.
Where we put the emphasis:
A promotion that looks attractive in a spreadsheet
can behave very differently once fulfillment and shipping are added.
A simple product can hide
a complicated operation.
Beyond supplements and food and beverage, we work extensively with physical consumer products and broader CPG brands: personal care, household, pet, lifestyle, and other categories with repeat purchase potential, multiple SKUs, pack-size decisions, or operational complexity behind what looks like a simple product on the front end.
The category itself may vary. The underlying questions rarely do.
Does the product make sense at a glance?
Is the path to purchase obvious?
Does the order still make money?
Is there a reason to come back?
Growth rarely comes down to one channel.
We have helped consumer brands grow from earlier-stage ecommerce businesses into multi-million-dollar operations, and the work rarely comes down to one channel.
Growth usually requires several pieces to improve together:
That is why our services are structured the way they are. We focus on the infrastructure and systems that support sustainable ecommerce growth, particularly in categories where we already understand the customer behavior and operating realities.
Do we only work with CPG brands?
CPG is where our deepest experience lives, but we are not limited to it. We are a good fit for ecommerce businesses where there is meaningful opportunity across conversion, retention, subscription, merchandising, operational efficiency, or repeat purchase.
We are intentional about the clients we take on. We would rather work within categories where our experience creates a real advantage than claim to be equally specialized in every type of ecommerce business.
Questions, answered.
CPG is where our deepest experience lives, but we are not limited to it. We are a good fit for ecommerce businesses where there is meaningful opportunity across conversion, retention, subscription, merchandising, operational efficiency, or repeat purchase.
Our leadership team has more than 10 years in supplements, wellness, and other functional consumer products, both inside brands and on the agency side.
Yes. We work on shipping thresholds, pack configuration, temperature requirements, weight, breakage, shelf life, and fulfillment strategy alongside the customer-facing work.
Yes, when the buying pattern supports it. We look at replenishment cadence, margin, and reorder behavior before recommending a subscription program.
We have helped consumer brands grow from earlier-stage ecommerce businesses into multi-million-dollar operations. The best fit is a brand with enough traffic and data to diagnose.
Category experience shows up in the strategy.
