Growth & Scale Stage: E-commerce
- IO Advisory
- Sep 10, 2025
- 3 min read
Updated: Dec 18, 2025
Growth & Scale stage demands robust teams and processes: expanding customer acquisition channels, optimizing unit economics, automating operations, and solid financial controls. The org design shifts to multiple cross-functional squads, layer introduction (Directors), and stronger data/AI integration.
Table of Contents
Stage-Defining Metrics & Benchmarks
Revenue / GMV: Typically >€20M–€30M ARR, scaling towards €50M+ ARR.
Growth Rates: Sustained monthly growth of 10–20%+, gradually trending to stable growth as scale increases.
Funding stage: Series B+
Key Differentiators
Multiple product lines or markets; need coordinated strategy.
Larger teams: need middle management.
More sophisticated finance: fundraising, forecasting for rapid scaling.
Advanced AI/ML use (personalization at scale, advanced forecasting, dynamic pricing)
TL;DR
In E-commerce businesses during the Growth/Scale stage, the commercial function is led by a Chief Commercial Officer, supported by Directors of Marketing and Commercial. Together, they own D2C and marketplace acquisition, advanced attribution modeling, CRM and performance marketing, content and brand strategy, personalization at scale, partnership pipelines, pricing, international expansion, and rigorous ROI tracking. Success in these roles depends on strategic planning, strong data analysis skills, leadership, financial acumen, and deep expertise in customer acquisition channels.
The operations function sits under a Chief Operating Officer with Directors of Supply Chain, Logistics, and Customer Support, plus specialist managers in forecasting, warehousing, transportation, product development, and compliance. Their remit includes AI‑driven demand forecasting, dynamic inventory and multi‑warehouse management, supplier and product data governance, adherence to SLAs for shipping and returns, global transportation logistics, R&D coordination, and regulatory compliance. Key skills for these teams are demand planning, logistics network optimization, ERP proficiency, process improvement, and regulatory expertise.
The finance function is led by a Chief Financial Officer and structured around FP&A and Controlling, later expanding to include Analytics. The Controller is supported by accountants, and as the company scales, FP&A analysts are added. The team’s scope spans fundraising, investor relations, legal and tax compliance, statutory and management accounting, audits, treasury, budgeting and forecasting, scenario modeling, pricing and unit economics, and capital allocation. These roles require deep knowledge in financial modeling, strategic planning, advanced Excel and BI tools, GAAP/IFRS expertise, and strong risk and stakeholder management.
Organization Chart
Deep Dive: Structures, deliverables & skills
Commercial
Structure: Chief Commercial Officer with multiple Directors (Marketing, Commercial).
Team deliverables: Dual-channel acquisition strategies (D2C/marketplaces); advanced attribution models; CRM; performance marketing; Paid social and influencer marketing; pricing; Brand; content; personalization at scale; partnership pipelines; international expansion marketing; rigorous ROI tracking.
Operations
Structure: COO with Directors for Supply Chain, logistics and customer service; Managers for Demand & Inventory forecasting, product development, warehousing, transportation, regulatory and compliance, customer service .
Team deliverables: AI-driven demand forecasting across products; dynamic inventory allocation; multi-warehouse management; supplier management; improved SLAs (time-to-ship); returns handling; customer service enhancements; international and domestic transportation; research and product development; international import and duties management; supplier and product master data management; product regulatory & compliance management.
Finance
Structure: CFO with Sr. Mgr. or Heads in FP&A, Controlling, and later Analytics; accountants embedded in functions, with FP&A analyst added at later stages.
Team deliverables: fundraising strategy (Series A/B/C); investor reporting; performance management; forecasts/budgets; scenario planning; pricing/cost modelling; unit economics / value chain modelling; capital allocation decisions for investments; legal & tax; statutory & management accounts; audits; controls & compliance; vendor/contract management; treasury.
How to Apply to My Business
Assess Organizational Gaps: Evaluate if current teams can handle volume; start recruiting experienced Directors.
Scale Processes: Codify and document processes; implement centralized knowledge base.
Invest in Data & Systems: Hire engineers; build data infrastructure; clean data.
Enhance Financial Rigor: Adopt analytics in each function and build finance business partnering to inform strategic decisions.
Governance: Introduce stage-appropriate committees (e.g., Investment Committee) with lightweight charters; maintain agility.
Common Pitfalls
Silo Formation: As headcount grows, risk of functions not collaborating. Mitigation: regular cross-functional councils.
Headcount over Process: Focus on designing lean & scalable processes first before hiring.
Overcomplex Tech Stack: Too many point solutions create integration challenges. Mitigation: periodic tech stack audits.
Neglecting Culture & Communication: Larger teams need consistent culture reinforcement. Invest in internal communications and values.
Delayed Decision-Making: Avoid creating new approval layers; empower teams with clear decision rights.
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