Luke Raben shares practical perspectives on DTC ecommerce growth, including how to measure profit after acquisition costs and use varied ad creative to reach new customers.
3.1K followersDTC ecommerceBased on 11 posts · latest Sep 2026
Creative diversity aims at net new reach, not only ad fatigue.
Check first: Confirm whether they offer partnerships and agree scope, commercial terms, and audience analytics.
Main ideas
Growth reporting should end at CM3, not revenue · Use aMER when email lists can distort MER · Creative diversity is for net new reach, not just ad fatigue
Audience
3,124 LinkedIn followers · Not documented in the posts Audience composition (age, geography, seniority, company size)
Luke Raben shares practical ideas on DTC ecommerce growth, with a focus on measuring profit after acquisition costs and using varied ad creative to reach more customers.
Their posts connect those ideas to decisions about offers, pricing, bundles and conversion tests.
Follow for clear explanations of growth measurement, creative strategy and the fast-moving realities of ecommerce.
Luke’s distinctive contribution is linking growth metrics to decisions a business can make.
They explain CM3 as revenue minus product costs, shipping, fees and advertising, then propose using changes in that measure to assess offers and experiments—not celebrating revenue growth on its own.
On creative strategy, they argue that visual variety can help an ad reach new people or persuade someone who has seen the product before, rather than serving only to counter ad fatigue.
Their posts also show an interest in hands-on short-form content and experimentation, including a LABFRESH internship call for a creator who can develop and execute ideas.
Luke Raben's posts focus on measuring DTC ecommerce profit more honestly and using varied creative to reach new customers.
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They argue that revenue and common growth metrics are incomplete, propose CM3 as the profit-after-acquisition number that should guide offers, tests, and creative shifts, and treat creative diversity primarily as a way to gain incremental reach rather than fight ad fatigue. They also show how that thinking informs hiring hands-on content talent, and expect to keep relearning in a fast-moving category.
Growth reporting should end at CM3, not revenue
Raben argues that standard growth metrics—ROAS, CAC, average order value, conversion rate—and revenue itself can mislead because they do not show what the business keeps after acquiring an order.
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CM3, or Contribution Margin 3, is revenue minus cost of goods sold, shipping, payment processing fees, and ad spend.
What remains is the profit contribution per order.
They want CM3 to become the decision metric: new offers, conversion-rate tests, and major creative shifts should be judged by whether they improve CM3.
It should also inform pricing experiments, bundles and upsells, and conversion-rate optimization.
In one post, Raben lays out the calculation line by line, framing it as a shift from celebrating revenue growth to profit growth. In another, they describe adding CM3 to weekly reporting alongside the usual metrics, so every new offer, CRO test, and creative change passes a CM3 test.
Raben presents the change as a shift made this year, not a fixed system.
MER alone can be heavily influenced by email revenue; aMER is usually cleaner because email lists contain fewer non-customers, so changes in aMER are more influenced by ads, print, influencers, and out-of-home activity. The takeaway: choose the blended metric that reflects the channel you are trying to judge.
In a weekly-reporting post, Raben notes that aMER is a new metric this year and explains why it can be a cleaner read than MER.
Build the measurement system in the open, as a work in progress
Raben is still building CM3 reporting into the system and working out how to use it consistently.
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They credit a piece by Josh Lachkovic with prompting the CM3 write-up; it was an inspiration, not their own earlier work.
The first CM3 post says Raben is enjoying building the metric into reporting and seeing its impact. The weekly-reporting post calls it a step in the right direction, while acknowledging there is still a lot to figure out.
Content capacity should sit close to founders and move fast
Raben values hands-on content creation, direct founder access, and room to experiment.
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The internship post seeks someone who films, edits, posts, brings ideas, and executes them, with experience or passion for TikTok, Reels, and Shorts, and an interest in fashion storytelling and digital culture. The role is 24–40 hours per week for five months or longer, based in Amsterdam, with applications going directly to Raben at LABFRESH; agencies and recruiters are excluded.
The post lists real ownership, accelerated learning, and freedom to experiment as what the intern gets. It asks applicants for a CV, socials, and a short note, not a formal agency submission.
Raben treats continuous relearning as part of working in DTC ecommerce.
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They say the space moves faster than other industries and that the number of possible actions can be overwhelming. Rather than treating relearning as a problem, they frame it as an opportunity for growth.
In one post, Raben says they learned and relearned more in the last three months of the year than in the first six months combined, then heads into Q4.
Answers the basic question: what is CM3, and what does it include?
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Newcomers can start here for the definition and the business decisions Luke ties to it, before turning to the reporting arguments in the other posts.
Luke gives a step-by-step calculation: revenue minus cost of goods sold, shipping costs, payment processing fees, and ad spend.
What remains is the profit contribution per order after acquisition.
They say this measure is changing how the team views paid media and will inform pricing experiments, bundles and upsells, and conversion-rate optimization.
For brands planning a campaign
For a brand adopting CM3, this post supplies the line items for a dashboard and shows where the metric should inform decisions: pricing tests, bundles and upsells, and conversion-rate optimization.
It offers a starting point for weekly profit reporting.
Ask for the data sources, attribution windows, and full dashboard build before adopting the approach.
Answers why CM3 belongs in a weekly report and how it differs from revenue or MER.
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Start here for the operating rhythm and decision rule.
Luke describes a shift in weekly growth reporting.
The usual set includes ROAS, CAC, aMER, average order value, and conversion rate.
They added active tracking of CM3, defined as revenue minus product costs, shipping, fees, and marketing spend—the profit kept after acquiring each customer.
The goal is to judge every new offer, conversion-rate optimization test, and major creative shift by changes in CM3.
They also note aMER can be cleaner than MER because fewer non-customers are in email lists.
For brands planning a campaign
A campaign plan can use this as its reporting cadence: keep standard metrics, add CM3, and make creative or offer changes pass a CM3 test.
The aMER note reminds brands to distinguish paid media effects from email-driven revenue.
Answers what a new creative is supposed to do and why creative diversity matters beyond fatigue.
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Start here for Luke's creative testing rationale.
Luke states a goal to increase incremental reach month over month—net new eyeballs on LABFRESH—and calls creative diversity the biggest lever.
They reject ad fatigue as the main reason for creative diversity.
A new ad is not there to beat an existing one; it should become another winner and create an incremental new customer.
A visually different ad with the same message can reach new people or persuade previously reached people to convert.
For brands planning a campaign
For a creative testing plan, this reframes the goal around incremental reach and new customers rather than replacing fatigued ads.
A brand can test visually distinct concepts with a consistent message and measure reach among previously unexposed audiences, while still checking conversion among previously reached people.
Ask for the test design and measurement details before applying the approach.
Answers what Luke looks for in content talent and how content work is organized at LABFRESH.
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Start here for a firsthand view of the brand's content operation and expectations.
Luke posts an opening for a Content Creator Intern at LABFRESH: 24–40 hours per week, five months or longer, Amsterdam-based.
The intern works directly with founders and the marketing team, takes ownership, and experiments.
They seek experience or passion for TikTok, Reels, and Shorts, video editing, idea generation, execution, and fashion storytelling.
Applications go to a LABFRESH email address.
For brands planning a campaign
For a brand considering creator-led short-form content with a fashion ecommerce partner, this shows the working model Luke values: founder access, fast iteration, and hands-on video creation. It offers useful context on production capacity; because it is a hiring post, ask for campaign performance examples.
Answers how Luke approaches working in DTC ecommerce and continuous learning.
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Start here for working style and priorities, not a specific method.
Luke calls direct-to-consumer ecommerce the most exciting industry right now, saying it moves faster than other spaces and can be overwhelming.
In three months, they learned and relearned more than in the first six months of the year combined.
They frame the pace as an opportunity for growth and head into Q4.
For brands planning a campaign
Signals an operator who expects fast change and repeated learning, which fits iterative testing. It is a reflection post, so it should not be used as evidence of a specific campaign approach.
Luke Raben describes shifting weekly growth reporting beyond ROAS, CAC, aMER, AOV, and conversion rate to track CM3 — contribution margin after product costs, shipping, payment processing fees, and ad spend.
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In one post, they give the calculation directly: revenue minus COGS, shipping, payment fees, and ad spend, with what remains as real profit contribution per order after acquisition cost. They say the goal is for new offers, CRO tests, and major creative shifts to be judged by CM3 changes, and that CM3 will inform pricing experiments, bundles, upsells, and CRO.
Starts with conventional growth metrics, adds CM3, distinguishes aMER from MER because email lists can distort MER, and treats CM3 as the decision metric for offers and tests.
For brands planning a campaign
A brand can evaluate Luke Raben for building CM3 into its growth reporting and tying creative, pricing, and CRO decisions to contribution margin rather than revenue alone.
In one post, Luke Raben says the main goal is to increase incremental reach month over month and get net new eyeballs on LABFRESH.
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They call creative diversity the biggest lever for that and explicitly separate this from ad fatigue.
A new ad is not there to beat an existing one; it is there to become another winner and create an incremental new customer.
A visually different ad with the same message can reach new people or get previously reached people to convert.
Reframes creative diversity around incremental reach, not fatigue; tests new visual treatments against the same message; asks how others optimize toward incremental reach.
For brands planning a campaign
A creative testing plan can define incremental reach and net new customers as the objective, generate visually distinct creative around a consistent message, and judge success by new reach and conversion rather than replacing an existing winner.
Luke Raben describes the change as a work in progress: tracking CM3, building it into the reporting system, and working out how to use it consistently.
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They say the aim is for every new offer, CRO test, and major creative shift to be judged by CM3 changes, while acknowledging there is still a lot to figure out. A separate post credits a Josh Lachkovic piece with prompting the CM3 write-up.
Iterative reporting build: add a metric, explain the calculation, use it in decisions, acknowledge unresolved parts.
For brands planning a campaign
A brand should assess whether it wants a partner who builds a measurement cadence and evolves it in public, rather than presenting a finished dashboard. The work sample supports a scoped engagement to design CM3 reporting, set review points, and test how it changes decisions.
One post is a hiring call for a Content Creator Intern at LABFRESH in Amsterdam, 24–40 hours per week for five or more months.
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The role works directly with founders and the marketing team, owns content, and requires interest or experience in TikTok, Reels, Shorts, video editing, idea generation, fashion, storytelling, and digital culture. Luke Raben asks for a CV, socials, and a note, and states no agencies or recruiters.
Hires for hands-on content creation and editing; values ownership, opinions, and execution; keeps the team small and close to founders.
For brands planning a campaign
A brand can evaluate Luke Raben’s approach to in-house content capacity: direct founder access, fast experimentation, and practical video production. The post offers evidence of how they might structure creator-led content work or a content partnership.
Luke Raben describes DTC ecommerce as the most exciting industry, moving faster than any other and creating an overwhelming number of possible actions.
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In one post, they say the last three months involved learning and relearning more than the first six months of the year combined, and frame that as an opportunity for growth rather than a worry about relearning mastered skills. The post ends with Q4 readiness.
Treats relearning as part of the work; prioritizes momentum into Q4.
For brands planning a campaign
A brand can weigh a partner who emphasizes rapid iteration, continuous learning, and Q4 readiness. Ask for examples of how those priorities translate into operating practices.
The posts document one brand relationship: LABFRESH, the fashion ecommerce brand Raben hires for and writes about in first-person growth updates.
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They publish LABFRESH's content-creator internship call, ask applicants to write to a labfresh.eu address, describe working with "our founders + marketing team," and later set a goal of getting "net new eyeballs" on LABFRESH through creative diversity.
LABFRESH
Employment
Raben posted LABFRESH's content-creator internship opening (24–40 hours a week, Amsterdam-based), asked candidates to send a CV and socials to luke@labfresh.eu, and described the role as working "directly with our founders + marketing team" inside the brand.
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In a separate post about incremental reach, they described a goal of getting "net new eyeballs" on LABFRESH and asked how others approach creative diversity for incremental reach.
Luke Raben writes on LinkedIn about running paid growth and creative for a direct-to-consumer ecommerce brand.
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The posts form a short argument about what a brand should measure.
Start with the two CM3 posts: they define contribution margin 3 as revenue minus product cost, shipping, payment fees, and ad spend, and argue that this number should guide new offers, conversion tests, and creative changes.
The weekly-reporting post is the practical companion, placing CM3 alongside ROAS, CAC, aMER, average order value, and conversion rate, and explaining why aMER is usually the cleaner blended metric when email revenue distorts MER.
The creative diversity post explains why a new ad should be treated as another winner, meant to reach people who have not seen the brand, rather than a replacement for a fatigued one.
The internship post shows how they staff that work, hiring someone to handle filming, editing, and posting close to the founders.
Read the calculation first, then the reporting change, then creative diversity to see a working method.
Raben says they still have a lot to figure out in building the reporting system.
Both write for DTC brands about how to plan and judge paid media.
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Chaudhary treats Meta Ads as a customer acquisition system that runs from business goal through offer, audience, creative, funnel, and measurement.
They argue that budget behind a post only makes sense when the offer and the answer after the click are settled.
Raben approaches the same ground through measurement and creative, tying spend decisions to contribution margin and reaching new customers rather than existing ones.
Chaudhary's posts cover running and auditing Meta accounts, including how Advantage+ shifts the media buyer's job toward deciding what to test, which angle to use, and when to scale or stop. Raben focuses on the profit metric behind those decisions and creative diversity as a route to incremental reach; one hiring post shows the content capacity they want on hand.
Both put contribution margin ahead of revenue and ROAS when judging an ecommerce business.
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Karvelis opens a list of sixteen things that destroy ecommerce profitability with not tracking the right growth metrics, giving CM above ROAS as the example.
They go on to name unit economics, retention, email revenue, upsells, and average order value as levers.
Raben makes the same case through reporting, calculating what is left per order after acquisition cost.
Karvelis writes as a founder documenting a brand they are building, from leaving a salaried role through the choice of TikTok Shop and the product work that follows. Raben writes from inside an established brand about the reporting cadence and creative testing that support it, as well as the single content hire behind that work.
Both treat creative testing as central to paid social results.
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Lenny's account audit checks how many creative types and influencers are being tested and whether testing budgets are isolated from proven campaigns. Raben calls creative diversity the biggest lever on incremental reach and asks how others optimise toward it.
Lenny's material is agency-side and structural: a five-step audit, account structure, exclusions for cold traffic, and a distributed creative department built from remote shoots, editors, UGC creators, and licensed influencer content. Raben offers an in-house operator's view, with one metric to judge offers and tests, and one hire to make more content.
Audience relevance for Luke Raben is a quality-of-practitioner-audience question rather than a reach question.
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The only measured audience figure in the posts here is a LinkedIn follower count of about 3,100 (observed 9 October 2026), so a sponsored placement should be judged on the operator conversation it sits inside, not on impressions.
The posts point to an audience of DTC ecommerce founders and growth marketers: posts walk through CM3 contribution-margin reporting, aMER versus MER, and using creative diversity to reach net-new customers, and they are addressed to peers who run paid media and profit reporting themselves.
One post recruits a content creator intern in Amsterdam, and another reflects on Q4 and relearning skills, which shows the writing mixes management and craft topics rather than staying on one narrow channel.
Luke Raben's posts do not say who actually follows: no platform demographics, age, gender, or geography breakdown, and no audience survey covering job titles, seniority, or company size.
Follower count on its own cannot show whether those followers are brand operators, agency staff, or personal network contacts, so treat this as a modest peer-audience placement unless Luke Raben can provide audience analytics or past sponsored-post results.
Concrete next step for a buyer with a campaign focused on CM3 and creative testing: request (1) LinkedIn follower analytics covering geography, seniority, company size, and industry, (2) any audience survey or sponsorship performance report, and (3) results from a recent sponsored or promoted post in the profitability-reporting or creative-testing territory.
If none of those exist, price and scope the placement as a small, targeted operator audience rather than a volume buy.
LinkedIn followers
3,124
LinkedIn public profile follower count · 2026-10-09
Audience composition (age, geography, seniority, company size)
Not documented in the posts
No platform demographics export or audience survey supplied · 2026-10-09
Luke Raben's five LinkedIn posts cover DTC growth practice—CM3 contribution-margin reporting, creative diversity for incremental reach, and a content-creator internship—but do not set out a partnership or sponsorship offering, rate card, format description, media kit, or terms for brand collaborations.
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The clearest brand tie is LABFRESH, a fashion ecommerce company they post about in the first person (“our incremental reach,” “net new eyeballs on LABFRESH”) and recruit for, indicating an operator role rather than a published sponsorship product. Ask them directly about partnership formats and terms.
Luke Raben's writing most directly addresses a DTC ecommerce brand looking to rebuild profitability reporting around contribution margin and create a testing program aimed at net-new customers.
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The fit rests on specifics, not follower scale.
One post walks through CM3 line by line — revenue minus COGS, shipping, payment processing fees, and ad spend — and defines what remains as the profit contribution per order after acquisition cost.
Another sets the operating rhythm: keep ROAS, CAC, aMER, AOV, and conversion rate in the weekly report, add CM3, and use changes in CM3 to assess new offers, CRO work, and major creative shifts.
It also explains why aMER is often cleaner than MER: email lists can pull MER around.
On creative, a post sets the goal as incremental reach month over month — net-new people seeing a brand — and identifies creative diversity, not ad fatigue, as the lever.
A new ad need not beat the old one; it can become another winner and bring in an incremental new customer.
A visually different ad can carry the same message to new people or convert people reached before.
The LABFRESH material shows this is operator work inside a fashion DTC brand, not just commentary: a hiring post for an Amsterdam content creator intern describes direct founder access, fast experimentation, and hands-on short-form video.
Two practical points to settle before contracting: agree directly on the scope and commercial terms, since no partnership format, rate card, or public inquiry route is provided; and ask for the data-source list, attribution windows, and any existing spreadsheet or dashboard, since CM3 reporting is described as still being built.
A defined build-and-test engagement with review points is a better fit than buying a finished dashboard.
When to choose a specialist
A campaign aimed at broad reach, multi-channel sponsored promotion, or an audience far outside DTC ecommerce operators is a poor fit based on what Luke Raben's posts say.
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The only measured audience figure is a LinkedIn follower count of roughly 3,100, observed 9 October 2026, and Luke Raben's posts do not give demographics, an audience survey, or sponsored-post results — so job titles, seniority, geography, and company size among those followers are undocumented, and Luke Raben's posts do not show performance in a sponsorship placement.
The activity Luke Raben publishes sits on one channel, LinkedIn; Luke Raben's posts do not include video or audio transcripts, a newsletter, or a podcast, so a campaign plan requiring short-form video distribution, an owned-media audience, or a multi-platform publisher package cannot be substantiated here.
A campaign seeking brand-awareness volume, a consumer lifestyle audience, or enterprise B2B demand generation also has no support in Luke Raben's posts: the posts address DTC founders and growth marketers about paid media, margin, and content production, and nothing in them speaks to those other audiences.
Finally, Luke Raben's posts do not mention partnership formats, sponsorship terms, or a published inquiry route, so any buyer expecting a ready product to book — rather than a conversation to negotiate — will find the commercial side undocumented.
None of this means those things are impossible; it means a buyer should not plan or price around them without asking Luke Raben directly.
A worked campaign example
Need: a DTC ecommerce brand wants to improve profitability by adopting CM3 reporting and using creative diversity to reach net-new customers. The plan below draws on what Luke Raben's posts describe.
Phase 1 — reporting baseline and CM3 model (weeks 1–2).
Keep the existing weekly set — ROAS, CAC, aMER, AOV, conversion rate — and add CM3 as the decision metric.
Define CM3 as revenue minus cost of goods sold, shipping, payment processing fees, and ad spend, leaving the profit contribution per order after acquisition cost.
Map each line item to a data source in the brand's stack and agree on the reporting cadence and the review meeting where CM3 is read.
Rebuild the aMER versus MER view at this stage, since email-driven revenue can distort MER and aMER is usually the cleaner read of paid media, print, influencer, and out-of-home effects.
Deliverable: a CM3 dashboard specification covering line items, sources, cadence, and owners, plus a one-page readout format.
Phase 2 — creative testing plan for incremental reach (weeks 2–6).
Set the objective as incremental reach and net-new customers month over month, not replacing a fatigued ad.
Produce several visually distinct creative concepts that carry a consistent message, and judge each on whether it reaches people not previously exposed and whether previously reached people convert.
Do not score a new ad by whether it beats an existing winner; score it by whether it adds reach and customers.
Where the brand can isolate audience exposure, track new versus repeat reach, and treat conversion among the previously reached group as a secondary read.
Deliverable: a creative testing plan with concept slots, a consistent-message constraint, and a monthly incremental-reach readout.
Phase 3 — decision rule and readout (weeks 6–8).
Route pricing experiments, bundles and upsells, and CRO changes through a CM3 test, so each is judged by its effect on contribution margin rather than revenue.
Close with a written readout on what changed, what the brand will keep running, and what to retest.
Deliverables: the decision rule in writing, a first CM3-informed readout, and a next-quarter test list.
Why this shape: Raben's posts state both the CM3 calculation and the decisions it should govern, as well as the incremental-reach objective and creative-diversity rationale.
The staged structure and review points reflect that the CM3 build is described as ongoing rather than finished.
Before quoting, ask for the CM3 data-source list and attribution windows, any spreadsheet or dashboard artifact already in use, current creative concept formats, and whether a paid collaboration is offered and on what terms.
Keep the engagement framed as an operator collaboration until the commercial arrangement is settled.
Choose Ali Chaudhary when the bottleneck is how paid media is structured and directed, not how margin is reported.
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One post treats Meta Ads as a customer acquisition system rather than a boosted-post habit: settle the business objective, offer, audience, creative, funnel and measurement before spending, and accept that reach, clicks and engagement can all rise while acquisition still loses money.
A second post argues that as Advantage+ takes over delivery, bidding and testing, the buyer’s job becomes deciding what to test, which creative angle fits, whether the fault sits in audience, creative, offer or funnel, and when to scale or stop.
For a brand whose CM3 view shows the loss but not the cause, this is a direct route into the campaign layer rather than the reporting layer Luke Raben covers.
The posts stay inside the ad account and its strategy.
Luke Raben’s posts do not specify contribution-margin definitions, cost line items or a reporting cadence, so the CM3 half of a campaign aimed at CFOs needs separate work, including the decision rule for pricing, bundles and CRO.
The posts are from September 2026; ask for examples across different account types and budgets before judging how broadly the approach applies.
Pick Lais Karvelis when the profitability problem looks wider than the media plan.
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One post lists 16 things that destroy ecommerce profitability, including tracking contribution margin over ROAS, bidding on brand terms, landing pages below 2% conversion, cost of goods above 35%, weak retention, email under 15% of revenue, missing loyalty and upsell funnels, low average order value and ego.
Another post describes leaving a DTC role at Tupperware, taking three months off, testing Amazon, a CPG brand, an ads agency, info products, dropshipping, TikTok affiliate and TikTok Shop, then settling on building a TikTok Shop-first brand and documenting the work.
If the need is to find where margin leaks across merchandising, retention and channel mix, Karvelis covers ground Luke Raben’s posts do not.
The posts name contribution margin as the metric to track but do not define it or specify the dashboard layout, source mapping or cadence needed to establish CM3. They date from 2024 and centre on a TikTok Shop-first brand build; a brand needing current Meta creative testing tied to incremental reach should confirm that the platform focus still fits before committing.
Ian Lenny is the stronger pick when the job is auditing an account you have just taken over and fixing the creative supply behind it.
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One post lays out a five-step audit: pull access in one request; sort by spend volume to see which campaigns, targeting and creative actually matter; check whether testing budgets sit in structures isolated from proven campaigns; use exclusions so cold traffic excludes remarketing audiences and incrementality stays measurable; then assess creative testing across nine main creative types and whitelisting. A second post argues the constraint is not better creative but a distributed creative department: a stack of remote studio product shoots, DTC-focused editors, UGC creators with edited content, licensed influencer content, content calendars and systemised workflows, flexed with demand and cash flow instead of a fixed in-house team or agency retainer.
The advice is written for the operator or agency running the account, and treats the creative stack as a set of outside services to assemble rather than an internal capability.
Brands that want their own team to own the numbers and reporting loop may get less from it than from Luke Raben’s operator framing.
The posts do not define contribution margin or tie creative decisions to a margin test, so ask who will handle the CM3 work in a campaign aimed at CFOs.
Five LinkedIn posts by Luke Raben set out the information in this profile.
Two set out CM3 (Contribution Margin 3) as revenue minus cost of goods sold, shipping, payment processing fees and ad spend, and place it alongside ROAS, CAC, aMER, average order value and conversion rate in a weekly growth report.
One argues that creative diversity is a route to incremental reach rather than a fix for ad fatigue.
One is a LABFRESH call for a content creator intern, and one reflects on working in DTC ecommerce.
The post text carries no publication dates, so the order and pace of Raben's changes over time cannot be established from the posts, and the account's public follower count was about 3,100 on 9 October 2026.
The posts include no video or audio transcripts, newsletter or podcast material, audience demographics, media kit, sponsorship terms or campaign performance data, so statements about audience composition and about paid collaboration formats are left as open gaps rather than filled in.
Brand relationships are limited to what the posts name themselves.
