Kainan Pires works on performance marketing for consumer packaged goods brands, connecting paid media, landing pages, email campaigns, and repeat-purchase strategy. Their posts focus on improving conversion and measuring which sales marketing actually drives.
Kainan Pires is most useful for diagnosing post-click conversion, attribution, and repeat-purchase problems for CPG brands.
Best for
A DTC CPG subscription brand with weak conversion or repeat purchase, hiring an operator.
Not for
A CPG brand seeking a paid creator placement or sponsored content for broad consumer reach.
Key takeaways
Same emails and offer converted 4.2% on product page, 9.4% on landing page.
One account had $9,763.79 attributed revenue, but only $936.85 was incremental.
Second purchase is the real growth problem, not the first order.
Check first: Confirm whether sponsored placements are available and request media kit, rate card, and audience data.
Main ideas
The email stops working at the click, so the page decides whether warm traffic buys · Order two is where the business is proven, not order one · Subscription revenue stands in front of every campaign and gets credited to it
Kainan Pires writes about performance marketing for consumer packaged goods brands, connecting paid media, landing pages, email, and repeat-purchase strategy.
The four reviewed LinkedIn posts show a practical focus on finding where growth is actually getting lost: after the click, in revenue attribution, or between a customer’s first and second orders.
They also show that marketing results depend on decisions inside the brand team, not just campaign execution.
Pires makes performance problems concrete with account-level examples and specific decision points.
In one post, the same emails and offer produced 4.2% conversion on a product page and 9.4% on a dedicated landing page, leading them to argue that the post-click experience—not the email—was the constraint.
In another, they separate $936.85 in incremental revenue from $9,763.79 in attributed revenue, showing how subscription renewals can make a campaign look more effective than it was.
Their recurring method is to question the headline metric, locate the part of the customer journey that explains it, and propose a test or measurement change.
They also complicate a simple “follow the data” lesson: a client relationship ended when performance gains conflicted with the brand’s direction, and they say the agency could have explained the results better.
That candor shows the judgment and alignment campaign work requires, as well as how to diagnose performance.
Kainan Pires writes about performance marketing for consumer packaged goods brands, mostly supplements and other subscription products.
Read more
The arguments run in one direction: the numbers brands treat as proof of good marketing are often measuring the wrong thing.
A healthy open rate does not mean the email converts, a strong attributed revenue line does not mean the campaign drove that money, and a first order does not mean the business works.
Pires works backward from the underperforming metric to the mechanism behind it, usually the post-click page, the second purchase, or revenue that would have arrived anyway, and gives specific account numbers for each.
The posts are also candid about where the approach runs into trouble: in one engagement, results improved but the brand and marketing team could not agree on what to keep running, and the relationship ended.
The email stops working at the click, so the page decides whether warm traffic buys
Pires argues that when conversion sits below benchmark while open rate, click rate, and deliverability are all fine, the problem is usually the page the click lands on, not the email.
Read more
A product page is built for someone still comparing, with a description, variants, reviews, and related products; email traffic has already decided and only needs the offer.
They treat a non-buyer landing page converting under 7% as a page problem, not an email problem.
The fix is a single-offer page for that traffic, not more subject-line variants.
Taking over campaigns for a CPG brand that was already running clean, Pires found every campaign pointed to the product page.
They built one landing page for the offer and split the next sends against it for non-buyers only.
Over two weeks, with the same emails and the same offer, the product page delivered 7.7% add to cart and 4.2% conversion; the landing page delivered 14.1% add to cart and 9.4% conversion.
Every order was a first purchase, not a repeat buyer flattering the result.
Order two is where the business is proven, not order one
Pires frames a first order as evidence the ad worked and a second order as evidence the business works.
Read more
They argue most CPG brands have a second-purchase problem, not an acquisition problem.
The diagnostic is deliberately unglamorous: look at email platform behavior rather than open rates, including who bought once and went quiet, what repeat buyers took on their first order, and how many days sit between order one and order two.
They also ask brands to survey repeat and one-time buyers directly, arguing that around fifty honest replies beat another week of dashboards.
Build the second purchase into the offer by bundling and emailing toward whatever customers buy second, rather than relying on a flow to rescue it later.
Writing ahead of Black Friday and Cyber Monday, Pires describes onboarding two new CPG brands and auditing several others, finding the same pattern almost every time: everything poured into the first customer and almost nothing into the second.
They say most brands have never once looked at the gap between order one and order two.
Subscription revenue stands in front of every campaign and gets credited to it
Pires argues that subscription categories such as supplements, coffee, pet food, and skincare carry a base of recurring revenue billing every day, and platform attribution will credit a campaign with a renewal whenever it falls inside the attribution window.
Read more
Nothing is broken; the platform is doing what it was built to do.
But reporting the gross figure tells a client that email drove far more than it did, and spend then gets scaled against a number that is not real.
They recommend excluding existing subscribers from campaign views and splitting subscription purchase value out of placed order value, accepting a smaller number that can actually support decisions.
In one audited CPG account, a campaign showed $9,763.79 in attributed revenue. Splitting the metric showed $8,826.94 of that was recurring subscription billing, roughly 90%, leaving $936.85 in incremental revenue, about a tenth of what the campaign appeared to have driven.
Winners have to be allowed to run for results to compound
Pires argues that performance and brand vision have to sit at the same table: a marketing system can be working and still lose if the team cannot agree on what to keep running.
Read more
The tension is not between good and bad marketing but between a winning test and a brand identity the founder and team care about.
Every winner sparks the same debate, and nothing runs long enough for momentum to build.
They also concede a failure on their own side: not doing enough to translate the performance numbers into a story the whole team trusted.
A supplement brand with very high acquisition cost, an underperforming agency, and commercial pressure had its creator-led ads, landing page, email flows, offer, and pop-up rebuilt as one system.
By week three, acquisition cost began falling.
One ad carried the results on a distinct angle that was hard to replicate.
Its higher CPM was normal fluctuation, but it was paused at the brand's request, and the momentum was never recovered.
A second product beat the acquisition cost target but scaled by drifting from the identity the team wanted to build.
Across the posts, Pires follows a consistent method: take an account where something is underperforming, name the specific data source to open, and work backward from the metric to the cause rather than present a framework.
Read more
Conversion under benchmark becomes a post-click question; revenue that looks strong becomes a question of what was incremental; weak growth becomes an order-gap question. Each argument comes with a number pulled from a real account, making the posts read as diagnostics rather than strategy pitches.
Three posts show the same shape: a below-benchmark conversion rate traced to the landing page and read through add-to-cart and conversion over two weeks; a 90% subscription share of attributed revenue traced to the attribution window and read by splitting subscription value out of placed order value; and flat growth traced to the order-one-to-order-two gap and read through email platform behavior plus a short buyer survey.
To see how Kainan Pires reasons about a stalled email programme, start here.
Read more
It shows where a conversion problem may lie when open, click, and deliverability metrics all look healthy.
Kainan Pires describes taking over email campaigns for a CPG brand that was already running clean: open rate, click rate, and deliverability were all fine, yet conversion sat below benchmark.
Rather than rewrite subject lines, the team looked at where clicks landed.
Every campaign pointed to the product page.
They built a dedicated landing page for the offer and split the next sends against it, targeting non-buyers only.
Over two weeks, the product page produced 7.7% add to cart and 4.2% conversion; the landing page produced 14.1% add to cart and 9.4% conversion with the same emails and the same offer, and every order was a first purchase.
The explanation: the product page is built for someone still comparing, with description, variants, reviews, and related products, while email traffic has already decided.
They set a working benchmark of 7% page conversion on non-buyer campaigns and treat anything under it as a page problem rather than an email problem.
For brands planning a campaign
A landing-page test can run without changing the email creative: split a non-buyer segment, send it to a single-offer page, and compare add-to-cart and conversion rates with the existing product page.
Budget and effort go into the post-click page rather than more copy variants, and the 7% non-buyer benchmark offers a rough line for deciding when the page is the constraint.
The split also isolates first-purchase orders, so repeat buyers do not inflate the results.
This is the clearest worked example of how Kainan Pires separates real incremental revenue from money that would have arrived anyway—a distinction that matters before any campaign budget decision.
Read more
An audit of a CPG account found one campaign credited with $9,763.79 in attributed revenue.
Splitting the metric showed $8,826.94 of that was recurring subscription billing, roughly 90%, leaving $936.85 in actual incremental revenue.
Kainan Pires explains that this is specific to subscription categories such as supplements, coffee, pet food, and skincare, where a base of recurring revenue bills daily and any campaign can take credit for it.
The attribution window will assign a renewal to an email if a subscriber opened it shortly before; that is the platform behaving as designed, not an error.
Reported at face value, the campaign appears to have driven ten times what it did, and spend then gets scaled against a number that is not real.
The recommended fix is to exclude existing subscribers from campaign views and split subscription revenue out of placed order value.
For brands planning a campaign
Before comparing campaigns or increasing spend, separate subscription billing from placed order value and exclude existing subscribers, so decisions rest on incremental revenue.
The number will drop sharply; that smaller figure is the one worth planning against.
For a brand evaluating an operator, ask whether they run this test.
This lays out what to examine first when a CPG brand's acquisition looks healthy but the business does not compound, with three checks in order.
Read more
Writing ahead of the Black Friday and Cyber Monday period, Kainan Pires argues that brands over-invest in the first order and rarely think about the second.
In their summary, a first order shows the ad worked; a second shows the business works.
The account-opening checklist has three parts.
First, look at Klaviyo behaviour rather than open rates: who bought once and went quiet, what repeat buyers took on their first order, and how many days sit between order one and order two—a gap they say most brands have never examined.
Second, run a real survey asking returning customers why they came back and one-time buyers why they did not; fifty honest replies beat another week of dashboards.
Third, build the second purchase into the offer itself, bundling and emailing toward whatever customers buy second, rather than relying on a flow to rescue it later.
Their conclusion: most brands have a second-purchase problem, not an acquisition problem.
For brands planning a campaign
A retention test can focus on the time between first and second orders: measure the existing gap, survey both groups, then redesign the offer around the product people actually buy second. This shifts a campaign from acquiring more first orders to targeting a second purchase, where the argument says compounding happens.
This is the most candid piece in the set, showing what can go wrong when results improve but the team cannot agree on what to keep running.
Read more
It also shows how Kainan Pires discusses a working relationship that ended.
Kainan Pires describes a supplement brand with very high customer acquisition cost, an underperforming agency, and commercial pressure, where creator-led ads, a new landing page, email flows, the offer, and a pop-up were rebuilt as one connected system rather than more ads.
By week three, acquisition cost began falling.
The tension was internal: one ad carried results on a distinct angle that was hard to replicate, and its higher CPM was normal fluctuation, but the brand paused it and the momentum was not recovered.
A second product tested below the acquisition cost target on the original product but scaled by drifting from the identity the founder and team wanted to build.
They describe a real team with a founder close to every decision, a marketing manager, and an in-house paid media lead, where every winner prompted the same debate and nothing was left running long enough to compound.
Four months in, the parties split.
Pires records the lesson plainly: performance and brand vision have to sit at the same table, and the best marketing still needs a team willing to let the data drive.
They also acknowledge a failure on their own side: they could have translated the numbers into a story the wider team trusted.
For brands planning a campaign
Campaign planning should include an explicit decision rule, agreed before results arrive, for keeping winning creative live through normal CPM fluctuation, plus a shared scoreboard that non-specialists on the brand side can read.
If internal sign-off stops winners early, a brand may get less from a performance partner than the reporting suggests.
Test this as part of campaign planning rather than assuming.
Practical detail and underperformance diagnostics3
Operating model: paid media and lifecycle strategy under one roof2
Post-click and landing pages as an email conversion lever1
Second purchase as the real growth constraint1
Incremental revenue accounting for subscription brands1
Post-click and landing pages as an email conversion lever
Pires argues that when email conversion sits below benchmark, the problem is often the page the click lands on, not the email itself.
Read more
In one CPG account where open rate, click rate, and deliverability were fine, they found that every campaign pointed to the product page.
The team split-tested a single landing page built for the offer against the product page for non-buyer sends.
Two weeks in, add-to-cart rose from 7.7% to 14.1% and conversion from 4.2% to 9.4%, with every order a first purchase.
They benchmark non-buyer landing pages at 7% and treat anything under that as a page problem, not an email problem.
Segment campaigns to non-buyers, split the next sends between the existing product page and a purpose-built offer landing page, and track add-to-cart and conversion over a two-week window.
For brands planning a campaign
A brand can ask Pires to audit post-click destinations for non-buyer segments and build and split-test a dedicated offer landing page against existing product pages, using conversion and add-to-cart as the read.
Pires treats the first order as proof the ad worked and the second as proof the business works, calling repeat purchase the whole game in CPG.
Read more
In audits of newly onboarded and reviewed accounts, they found almost all attention going to the first customer.
Their diagnostic uses email platform behavior rather than open rates to identify who bought once and went quiet, what repeat buyers bought first, and the day gap between orders one and two.
It also surveys repeat buyers about why they returned and one-time buyers about why they did not; roughly fifty honest replies are more useful than another week of dashboards.
Finally, it builds the second purchase into the offer by bundling and emailing around the known second product.
Pull the day gap between order one and order two from email platform behavior data, survey repeat and lapsed buyers, and redesign the offer and bundles around the observed second purchase.
For brands planning a campaign
A brand can commission a retention and second-purchase diagnostic built on order-gap analysis and a direct survey, then reset bundles and offers around the product customers actually buy second.
Incremental revenue accounting for subscription brands
Pires describes a CPG subscription account where a campaign showed $9,763.79 in attributed revenue, but $8,826.94 was recurring subscription billing that would have posted regardless of the send, leaving about $937 in incremental revenue.
Read more
They explain that subscription categories such as supplements, coffee, pet food, and skincare always have a base of recurring revenue billing daily, and platform attribution will credit a campaign whenever a renewal falls inside its window.
Reporting the gross figure tells a client that email drove roughly ten times what it did; scaling spend against that number compounds the error.
The recommended practice is to exclude existing subscribers from campaign views and split subscription revenue out of placed order value.
Split subscription purchase value out of total placed order value and exclude existing subscribers from campaign reporting views before evaluating performance or scaling spend.
For brands planning a campaign
A brand spending on email or paid media can ask Pires to separate recurring subscription billing from placed order value and report incremental revenue, so budget decisions rest on a number that reflects what marketing actually drove.
Operating model: paid media and lifecycle strategy under one roof
Pires positions the work as a connected system rather than add-on services: creator-led ads, landing page, email flows, offer, and pop-up rebuilt together for a supplement brand with high acquisition costs, with CAC beginning to fall by week three.
Read more
They argue that email teams stop at the click while paid media teams never look at the list, leaving post-click and retention as nobody's job. They are candid about the limits: when a brand paused its top-performing ad over CPM concerns and scaling a second product meant drifting from the founder's intended brand identity, momentum never compounded and the engagement ended after four months.
Rebuild acquisition and retention as one system, keep email and paid media decisions in the same conversation, and give winning tests room to run long enough to compound.
Pires attributes one ended engagement to the brand pausing a high-performing ad on CPM grounds and the difficulty of scaling a second product without drifting from the founder's intended identity. They note the team could have translated performance numbers into a story the brand trusted.
For brands planning a campaign
A brand can evaluate Pires for an integrated acquisition-and-retention engagement covering ad creative, landing pages, email flows, and offers. If a winning angle conflicts with brand direction, agree in advance on how to reconcile performance results with the brand vision.
Across the posts, the approach is to take an underperforming account and work backward from the metric to the mechanism.
Read more
Conversion under benchmark becomes a post-click question; strong-looking revenue becomes a question of what was incremental; weak growth becomes an order-gap question.
Each post names the specific data source to open, such as email platform behavior rather than open rates, or placed order value versus subscription value, and pairs a claim with a number from a real account.
The register is diagnostic and evidence-first, not a framework pitch.
For brands planning a campaign
A brand with an underperforming channel but no clear cause can use Pires for a metric-by-metric diagnostic that produces specific tests and numbers, not a broad strategy document.
Kainan Pires describes agency-style client work but names neither the clients nor the agency, so no brand can be listed without inventing a label.
Read more
They write about a team that took over email campaigns for a CPG brand, rebuilt paid media, landing pages, and email flows for a supplement brand, onboarded two more CPG brands, and audited a CPG account whose reported campaign revenue was mostly subscription billing.
None of the posts identify the clients, their employer, or a business they own.
Klaviyo and Meta appear only as the email and advertising platforms being audited, not as commercial relationships.
Kainan Pires writes about the part of ecommerce marketing that happens after the click: the landing page, the second purchase, and whether a send actually drove the revenue reported.
Read more
The posts are diagnostics built around one account and one number.
One email-to-landing-page test compares non-buyer sends with a purpose-built offer page and reports add-to-cart and conversion for both.
A subscription attribution audit finds that most of a campaign’s reported revenue comes from recurring billing.
A repeat-purchase piece argues that the gap between order one and order two is where brands learn whether the business works.
A fourth post describes how a rebuilt acquisition and retention system improved results, but ended when the brand and marketing team could not agree on what to keep running.
Together, the posts focus on lifecycle email, post-click conversion, retention economics, and measurement discipline for DTC and CPG subscription brands, and directly address where the approach ran into trouble.
Both write about what happens after the click in ecommerce.
Read more
Feuerstein describes shoppers who build a cart, return days later, and are no longer recognised, forcing recovery and personalisation to start from scratch. Pires covers the same terrain, arguing that the page, not the email, decides whether warm traffic buys.
Feuerstein frames identity, session continuity, and AI-assisted orders that arrive without a storefront visit as problems SessionFlow solves. Pires writes from the service side, examining email segmentation, landing-page split tests, and what counts as incremental revenue.
Both audit DTC supplement funnels and turn their findings into specific, numbered leaks with estimated revenue consequences.
Read more
They treat storefront conversion losses as the place to act, rather than a reason to buy more traffic.
Benjamin writes about site and checkout mechanics, ad analytics accuracy, and regulatory exposure around supplement claims, drawing on personal credentials and compliance risk. Pires concentrates on lifecycle email, post-click landing pages, repeat-purchase economics, and attribution, making the case with account metrics.
Both teach ecommerce retention through concrete, numbered systems and benchmark figures.
Read more
Haynes sets out essential flows, minimum send cadence, and slow-mover campaigns; Pires lays out order-gap diagnostics and a campaign revenue split. Both expect readers to act on the detail.
Haynes delivers broad playbooks and flow architecture for CRM teams, covering list growth, segmentation, and merchandising. Pires starts with a single underperforming metric in one account and works backward to the mechanism, with greater emphasis on whether the reported number was real.
Kainan Pires’s LinkedIn profile showed 988 followers on 11 October 2026, and the four posts were published between 3 August and 10 September 2026.
Read more
For a campaign aimed at DTC CPG buyers, that’s a small owned audience; the key question is whether its readers include the buyers a brand wants to influence.
The posts focus on specific ecommerce operations: landing-page conversion versus product-page conversion for warm email traffic, second-purchase behaviour, subscription revenue excluded from campaign attribution, and the tension between brand vision and performance data.
That suggests an audience of people who run or advise on retention and paid-media programmes for consumer brands, rather than general consumers.
But the audience makeup isn’t documented.
Before committing, ask for recent results from comparable placements or collaborations, including reach and engagement among the target audience.
Also ask for audience survey results or another documented source on followers’ job functions, seniority, and whether they’re practitioners, founders, or agency-side.
LinkedIn followers
988
Follower count shown on the LinkedIn profile for Kainan Pires, the same account that published the four reviewed posts · 2026-10-11
Kainan Pires's four LinkedIn posts describe client campaign work—performance marketing for consumer packaged goods brands—not sponsored placements.
Read more
They show no partnership or sponsorship formats, rate card, media kit, sponsorship policy, or inquiry route.
The commercial work they describe consists of full performance-marketing rebuilds for CPG brands: creator-led ads, a new landing page, email and retention flows, the offer, and the pop-up, run as one connected system.
One example included auditing where conversion leaked, testing a dedicated landing page for non-buyers against the product page, and separating subscription billing from reported campaign revenue.
Another centered on second-purchase measurement using Klaviyo behaviour and customer surveys.
For a buyer, this is scoped as an operating engagement on a brand's acquisition and retention system, not a one-off sponsored post.
One post says a four-month engagement ended by mutual decision over differences in how much room the data was given.
A buyer considering a sponsorship or media partnership should confirm directly whether they offer one before planning around it.
A DTC CPG subscription brand — supplements, coffee, pet food, skincare — with healthy open, click, and deliverability rates but conversion below benchmark and weak repeat purchase, willing to hire an operator for post-click and retention work rather than buy more ad creative.
Read more
The posts address this need in three ways.
First, a landing-page test: same emails, same offer, non-buyer segment only.
The product page produced 7.7% add to cart and 4.2% conversion; a single-offer landing page produced 14.1% and 9.4%, with every order a first purchase.
That directly addresses a conversion problem the email team cannot fix by rewriting subject lines.
Second, a second-purchase diagnostic: pull the order-one-to-order-two day gap from email platform behaviour, survey repeat and lapsed buyers, and rebuild bundles around the product people actually buy second.
Third, honest revenue accounting: in one client account, $9,763.79 of campaign-attributed revenue was 90% recurring subscription billing, leaving $936.85 incremental.
Two conditions determine fit.
The brand must agree in advance to let a winning test run through normal CPM fluctuation.
One client engagement described in the posts ended after four months, in part because a top-performing ad was paused over CPM concerns and momentum never returned.
Brand vision and performance data also need to inform the same decisions; they say they could have done better at translating numbers into a story the wider team trusted.
The posts describe client campaign engagements, not sponsored placements.
Ask directly about availability, terms, and scope before proceeding.
When to choose a specialist
A CPG brand seeking a paid creator placement — a sponsored post or short burst of content amplifying a product launch to a broad or consumer-facing audience.
Read more
The posts describe performance-marketing work across ads, landing pages, email flows, offers, and pop-ups, not a sponsorship format.
Ask directly whether sponsored placements are available and request the media kit, rate card, deliverable package, audience package, and inquiry route before budgeting.
Reach is another concern.
The LinkedIn account showed 988 followers; the posts provide no engagement rates, job-function or seniority breakdown, or audience survey.
The content is aimed at people running acquisition and retention programmes for consumer brands, not end consumers.
If campaign success depends on consumer reach, request verified audience and engagement data first.
A brand seeking fast, brand-directive creative with limited access to performance data may also be a poor fit.
The client engagement that ended did so over how much room the data was given, and the posts argue that winning creative needs time to compound.
Brands unable to agree on decision rules for keeping a winning angle live, or seeking content without measurement, are buying against the grain of how this work is described.
A worked campaign example
Campaign angle: treat the page as the constraint, then make the second order the target. Assume a 90-day engagement.
Weeks 1–2, diagnostic.
Split subscription purchase value out of total placed order value and exclude existing subscribers from campaign views, so performance reflects incremental revenue rather than money that would have billed anyway.
Pull the day gap between order one and order two from email platform behaviour.
Survey repeat and one-time buyers on why they returned or did not; roughly 50 honest replies is the working bar.
Weeks 3–6, post-click test.
Build one landing page for a single offer and split the next sends to non-buyers only between it and the existing product page.
Keep the emails unchanged so the page is the only variable.
Read add-to-cart and conversion over two weeks, and count first purchases separately so repeat buyers cannot flatter the result.
Treat 7% page conversion as the non-buyer benchmark; below that, the page is the problem, not the email.
Weeks 7–10, second-purchase plan.
Use the first product repeat buyers actually chose to build bundles and emails around that second item, rather than relying on a flow to rescue it later.
Re-measure the order-one-to-order-two gap against the week 1 baseline.
Weeks 11–12, review. Compare incremental revenue, order-two rate, and page conversion on one scoreboard a non-specialist can read.
Agree on decision rules before launch: how long winning creative stays live through normal CPM fluctuation, and what would justify pausing it. Put most of the effort into page build and second-purchase offer work, with a smaller share for new email copy; the result described in the posts came from changing the destination rather than the send.
Before proceeding, confirm whether this scope is available, its terms, and a direct contact route. Also request audience composition and engagement data, and confirmation of the client names, roles, and businesses described in the posts.
Choose Gary Feuerstein over Kainan Pires when the repeat-purchase problem is really a session and identity problem.
Read more
If returning shoppers are not recognised across devices, carts disappear, and abandoned-cart recovery only measures the shoppers the tracking managed to catch, Gary's posts describe that failure directly: someone builds a cart on Tuesday, returns ten days later ready to buy, and the store no longer connects the visit to the original shopper or cart. For the same DTC CPG campaign aimed at addressing repeat purchases, this is the stronger alternative when the brand's email flows rest on incomplete identity data and the fix has to happen before segmentation, personalisation, and attribution can be trusted.
The tradeoff is that the posts focus on SessionFlow, the tool Gary is building, and a demo route rather than documented client outcomes.
They do not say whether they include a landing-page split test, a second-purchase diagnostic, or a measured conversion or incremental-revenue result.
A brand that needs an operator to build and run the page test and repeat-purchase offer still needs Kainan Pires or another practitioner.
Gary is the better choice only when unrecognised shoppers and cart continuity are the binding constraint, not when the brand needs campaign execution.
Choose Yunat Benjamin when the need is specifically a supplement brand with site-level conversion and compliance exposure.
Read more
Their posts set out seven revenue leaks in DTC supplement brands: mobile checkout friction, missing abandoned-cart email, no subscription option, weak trust signals, missed bundles, underused email list, and analytics blind spots.
They also present a personal pitch built around Google Analytics and Klaviyo certifications, FDA and FTC claim knowledge, and on-site Shopify supplement store audits.
For the same campaign decision, this is the stronger alternative if the conversion problem sits in checkout, trust, subscription setup, or claims risk, or if the brand needs Shopify development and flow building as well as retention strategy.
The leak list gives a practical diagnostic to run before committing to a landing-page test.
The tradeoff is that the posts are largely promotional and self-audit oriented, with a lead-magnet link and no documented client results.
The substance is a broad checklist, not a measured experiment: there is no split test showing what changed conversion or repeat purchase, and no correction for subscription revenue inflating campaign attribution.
A brand that wants evidence of incremental revenue and a tested post-click path gets more directly relevant proof from Kainan Pires.
Yunat Benjamin is better when the task is a supplement-specific technical and compliance clean-up, and worse when the brand needs a measurable landing-page and retention test with promised outcomes.
Choose Noah Haynes when the retention problem is campaign volume, flow coverage, and customer-value measurement rather than the post-click page.
Read more
Their posts argue that brands do not send enough email, that segmentation buckets should not cross, that angle matters more than design, and that brands should have one or two emails for each essential flow from welcome and browse abandon through checkout abandon, first and returning thank-you, upsell, winback, and sunset.
They also push cohort LTV, returning-customer rate, and customer-retention rate as north-star KPIs, and offer a slow-mover campaign sequence for dead stock.
For the same campaign decision, this is the better alternative when repeat-purchase weakness comes from too few sends, missing flows, or no cohort view, and when the buyer wants a retention programme builder rather than a landing-page operator.
The tradeoff is that the framework stops short of a post-click test.
There is no documented landing-page split against a product page, no conversion comparison from a live account, and no method for separating recurring subscription billing from incremental campaign revenue.
The posts are instructional and framework-heavy, with the strongest concrete number being a revenue multiplier for list growth, not a client outcome.
A brand whose email already sends at healthy volume and whose page is the suspected constraint should stay with Kainan Pires.
Noah Haynes is better when the to-do list is flow architecture and measurement discipline, and worse when the brand needs a tested page change tied to first-purchase conversion.
This profile draws on four complete LinkedIn posts by Kainan Pires about CPG marketing: a landing-page test, a repeat-purchase diagnostic, a subscription-revenue audit and a client engagement shaped by tension between performance and brand direction.
The posts shown here have no dates, so this summary does not describe a timeline.
No interviews or third-party coverage appear here; the client examples are presented as Pires’s own accounts.
