Amayzon Advisory is an independent Amazon strategy and acquisition consultancy serving brands from £500k to £10M+ across the UK, US, EU, and Gulf markets. Deliberately small, senior by design.
Ten years inside Amazon operations — building, scaling, and advising brands across the UK, US, EU, and Gulf. The firm exists because at a certain size, what an operator needs is not another agency deck; it is a second set of senior eyes with no incentive except being right.
Every engagement is led by a partner from first conversation to final handover. Senior people only — nothing is delegated down.
Ten years building and running Amazon brands across the UK, US, and EU — sourcing, PPC architecture, logistics, and the 2am inventory crises no dashboard warns you about.
Years inside the agency model, across dozens of accounts. Excellent execution — and a growing list of client questions the retainer was structurally unable to answer honestly.
First engagements in the UAE and Saudi Arabia. The most undersupplied Amazon advisory market in the world, seen from the inside — and the firm’s second home.
A boutique consultancy built for the decisions around the account: reviews, exits, acquisitions, market entry, and capital — with candour as the product.
I want to be fair to agencies, because I was one of them: a good agency executes brilliantly. Campaigns run, listings improve, reports arrive on time. None of that is the problem.
The problem was a moment that kept repeating. A client would close the monthly report and ask the real question. Should I sell next year or in three? Should I buy the brand my broker just sent me? Is the UAE actually worth it, or is that a conference slide? And I would feel the model answer before I could: every honest response threatened the retainer. Advise the exit, lose the account. Advise against the acquisition, lose the fees that come with a bigger account. The incentive did not make anyone dishonest — it simply made certain sentences unsayable.
Meanwhile the questions that moved enterprise value — the multiple, the deal, the new market, the pipeline — had no owner. They were too big for the account manager and too specific for the accountant. They were homeless.
So I built the firm I could not find when I was the client: no juniors, no software to sell, no percentage of spend, no fund to fill. A fixed, scoped fee for judgement — including, when the numbers say so, the two words an agency cannot afford: do not proceed.
If you run a brand between £500k and £10M+, you already know exactly which questions I mean. Bring one to a 30-minute call and test the difference.
No software to sell, no fund to fill, no referral kickbacks. Advice with no incentive except being right.
The partner you meet in the first consultation leads the work through to handover. Every time.
A deliberately small number of concurrent clients. The constraint is the product.
Thirty minutes, no cost, no pitch in the room.
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