Tomass Berzins shares practical advice on e-commerce growth, including choosing where to enter a market, improving the online shopping experience, and giving customers reasons to return. Tomass also discusses the operational challenges businesses face as they grow.
Tomass Berzins is most useful for practical e-commerce growth advice on market entry, online shopping, retention, and operations.
Best for
A retention or subscription platform running an educational campaign for e-commerce operators.
Not for
A consumer brand seeking guaranteed reach, nationwide endorsement, or a campaign unrelated to e-commerce growth.
Key takeaways
Choose a US region by product fit, climate, competition, and shipping, not as one market.
Online stores can lose the help a bike-shop consultant gives in person.
Retention should give customers reasons to return beyond increasing the first order.
Check first: Confirm commercial terms, audience relevance, and recent post results before contacting them.
Main ideas
“The US market” is really a choice of regions · Online stores should replace the in-store advisor · Retention is a lifestyle question, not just the next upsell
Tomass Berzins writes about the decisions that make e-commerce growth work in practice: choosing the right market, making online shopping more useful and giving customers reasons to return.
They also highlight the operational challenges that can come with growth, from delegation to technology choices.
Their advice is grounded in concrete examples rather than growth slogans.
Tomass turns broad e-commerce goals into specific decisions.
For expansion, a greenhouse example makes the case for choosing a region by product fit, climate, competition and shipping—not treating the US as one market.
For online retail, a bike-shop consultant shows what a digital store can lose when shoppers are left to browse a catalogue, and how useful guidance might restore some of the help available in person.
On retention, they argue that brands should look beyond increasing the first order and build a wider product experience that gives customers a reason to return (product to repeat purchase).
They also look past the sales headline to the work growth creates—teams, delegation, operations and technology—and question whether more traffic or a redesign is always the answer (the less-visible side of growth).
Another thread is earning attention before asking people to act: they note that more AI-made ads and content do not mean people have more time to give them (attention and e-commerce).
Tomass Berzins writes about e-commerce growth as a set of specific operating choices rather than a single traffic or conversion problem.
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Across the posts, four ideas recur: “the US market” is really many regional markets to be chosen product by product; online stores should rebuild the advisory role of a good physical retailer; retention means becoming part of a customer’s routine rather than selling more today; and the growth a brand is chasing creates its own operational problems. A fifth thread looks at advertising, where Berzins treats attention as the scarce resource and stopping power as only the first of three steps.
“The US market” is really a choice of regions
Berzins argues that e-commerce brands talk about the US as if it were one customer segment, then advertise everywhere.
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Entering the US is a targeting and logistics decision: where a brand starts should depend on the product, its customer, climate, geography, competition and shipping economics. The real opportunity, they write, is often a small part of the country where the product actually makes sense.
Greenhouses. They use them as the counterexample to nationwide rollout: spending heavily to reach dense urban areas is probably not the smartest starting point for a product whose buyers depend on climate and space.
From work with a local bike retailer, Berzins identifies what physical retail has that online stores struggle to copy: a good consultant.
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In a shop, a customer arrives for one product, staff work out what they actually need and what fits together, and they often leave with more than planned.
Online, that guidance disappears.
Berzins reframes the job from “how do we increase conversion rate?” to bringing more of that advisory experience online, so a purchase feels less like browsing a catalogue and more like getting good advice.
The bike retailer is a client who lives a three-minute walk from Berzins.
The post notes that sometimes they talk e-commerce and sometimes they just talk bikes.
The lesson: brands that translate their offline buying experience online well hold a real advantage.
Retention is a lifestyle question, not just the next upsell
Berzins argues that the next level of e-commerce is not selling more products but giving customers more reasons to come back.
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Growth was once about the first purchase, then about average order value, bundles, upsells and cross-sells.
But squeezing profit out of the first order keeps getting harder.
The suggested progression runs from product, to bundle, to lifestyle, to recurring purchase.
The best brands, they argue, stop asking what else they can sell a customer today and ask how to become part of the customer’s routine.
That’s where subscriptions, replenishment and a wider product ecosystem start to look attractive.
The progression itself is the example: product, then bundle, then lifestyle, then recurring purchase. The brand’s question shifts from “what else can we sell today?” to “how do we become part of their lifestyle?”
In launching the podcast The Side of eCommerce Growth Nobody Sees, Berzins describes growth as creating a different set of problems, not simply more sales: more people to manage, more decisions to make, more operational complexity, and the uncomfortable possibility that what got a business to its current level is exactly what now holds it back.
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The first episode covers teams and delegation, operational challenges, conversion-rate and technology decisions, why more traffic or a redesign is not always the answer, where AI can genuinely help, and the difficult decisions founders eventually face. They say these observations come from situations they have seen while working with e-commerce businesses and from decisions they and their co-host have had to make themselves.
The episode’s listed topics are the concrete examples: delegation and teams, CRO and technology choices, AI, and founder decisions, presented as challenges that arise after sales increase. To assess the episode’s relevance, ask for a transcript or more detail beyond the subject line.
This post lists CRO and technology decisions among the problems growth creates, and says “more traffic or a redesign” is not always the answer.
An earlier bike-shop post treats improving the online experience as the work once it is reframed around advice.
The emphasis shifts from optimising a conversion rate to understanding what the customer actually needs.
Attention, then understanding, then caring — in that order
Berzins argues that AI has made it easy to produce more content, ads and creatives, but people did not suddenly gain more attention to give, so brands are competing for less of it.
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For e-commerce brands, this changes what a campaign has to do: a good product, a nice website or even a good offer is not enough on its own. They describe a sequence: first make someone stop, then help them understand, then give them a reason to care enough to continue.
The post is its own demonstration: Berzins opens with an image captioned as having earned two seconds of attention, then argues that stopping power is becoming more valuable than ever.
See how Tomass frames market entry as a targeting and logistics decision, not simply a question of whether to enter the US.
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A useful starting point for anyone weighing geographic expansion.
Tomass Berzins argues that US expansion should start with a product-specific region, not nationwide advertising. The greenhouse example makes the point concrete: dense urban areas may be a poor starting place, while climate, customer location, competition and shipping costs can point to a smaller, better-fitting market.
For brands planning a campaign
For a market-entry campaign, test region-specific messaging and targeting against product demand, climate and delivery economics before scaling nationwide.
A practical example of translating a physical retail experience into e-commerce, with a focus on making product discovery more helpful.
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Using a bike retailer as an example, Tomass contrasts the advice customers get from an in-store consultant with browsing an online catalogue. They suggest helping shoppers understand which products work together and what they may need, rather than treating conversion rate as the only goal.
For brands planning a campaign
A retailer or commerce platform could build a content or product-discovery test around guided recommendations, complementary products and advice that helps customers choose.
Berzins lays out how retention can extend beyond increasing the value of a first order, with a focus on repeat-purchase strategy.
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Tomass describes a progression from selling a product to offering bundles, connecting products to a lifestyle and creating reasons for recurring purchases. The post shifts the growth question from what else a customer can buy today to what would make the brand worth returning to.
For brands planning a campaign
A retention campaign could test replenishment, subscriptions or a broader product ecosystem, while making the reason for customers to return explicit.
A useful starting point for understanding the less visible side of growth: the organizational and operational demands that can emerge after sales increase.
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In announcing the podcast The Side of eCommerce Growth Nobody Sees, Tomass lists challenges that can follow growth: managing people, delegation, operations, CRO and technology choices, and deciding where AI is useful. The post presents these as issues encountered in work with e-commerce businesses and in the hosts’ own decisions, not as abstract theory.
For brands planning a campaign
For a B2B agency or SaaS partner, a podcast conversation or educational series could examine a specific growth bottleneck—such as delegation or technology decisions—rather than promise sales growth alone.
A concise explanation of how Tomass thinks about creative in a crowded e-commerce feed, especially what campaign content needs to accomplish beyond attracting a brief glance.
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Tomass connects the ease of producing more ads and content with the continuing scarcity of audience attention. They frame effective communication as a sequence: make someone stop, help them understand, then give them a reason to care enough to continue.
For brands planning a campaign
A creative test could assess whether an opening earns attention and whether the next message quickly explains the product’s relevance, rather than measuring the hook alone.
Tomass Berzins argues that e-commerce brands talk about the US as if it were one customer segment, then advertise everywhere.
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They use greenhouses as a counterexample: heavy spending in dense urban areas is a poor first move for a product whose buyers depend on climate, space and shipping economics.
The factors they say should determine where a brand starts are the product itself, the customer, climate, geography, competition and shipping cost.
Their conclusion: the real opportunity is often a small part of the US where the product makes sense, not "the US market."
Tests a broad claim against one concrete product category, then lists the variables that change the answer.
For brands planning a campaign
A market-entry content angle, not a generic international-expansion piece: a regional prioritisation worksheet or recorded walkthrough ranking candidate US regions for a specific product using six factors. For an agency, it leads naturally to a paid market-entry assessment; for a SaaS platform, it supports content on geo-segmentation or market-sizing tools.
Working with a local bike retailer, Berzins identifies the advantage physical retail has that online stores struggle to copy: a good consultant.
Read more
In a shop, a customer arrives for one product, and a staff member works out what they actually need and what fits together.
The customer often leaves with more than planned.
Online, that guidance disappears.
Berzins reframes the question from "how do we increase conversion rate" to how to bring more of that advisory experience online, so a purchase feels less like browsing a catalogue and more like getting good advice.
Brands that translate their offline buying experience well, they say, hold a real advantage.
Draws the lesson from a named client relationship and a specific retail category, not a general conversion-rate argument.
For brands planning a campaign
Strong fit for a content partnership focused on product guidance and merchandising: how-to-choose content, bundle and compatibility explanations, guided-selling flows or a retail-to-DTC playbook. A growth agency can use this as its positioning; a SaaS platform selling merchandising, bundling or product-recommendation tools can co-produce a case-style series around it.
Berzins argues that the next level of e-commerce is not selling more products but giving customers more reasons to come back.
Read more
Growth was once about the first purchase, then average order value, bundles, upsells and cross-sells—but squeezing profit out of the first order keeps getting harder.
They suggest a progression: product, then bundle, then lifestyle, then recurring purchase.
In their framing, the best brands stop asking what else they can sell today and start asking how to become part of the customer's routine.
That's where subscriptions, replenishment and a wider product ecosystem become attractive.
Frames retention as a progression of business models, not a single tactic.
For brands planning a campaign
Useful for a subscription, replenishment or retention platform seeking creator-led lifecycle content: webinars, breakdowns or teardown articles on moving a product range to a recurring model, aimed at brands still optimising only first-order economics.
In the post launching the podcast The Side of eCommerce Growth Nobody Sees with co-host Valdis, Berzins describes how growth creates a new set of problems: more people to manage, more decisions to make, more operational complexity and the uncomfortable possibility that what got a business to its current level is now holding it back.
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The first episode covers teams and delegation, operational challenges, conversion-rate and technology decisions, why more traffic or a redesign is not always the answer, where AI is genuinely useful, and the hard decisions founders eventually face. They say the material comes from situations they have seen while working with e-commerce businesses and from decisions they and Valdis have had to make themselves.
Ask for the episode transcript and supporting data before using the post's claims in campaign content.
For brands planning a campaign
The posts point to a clear co-marketing format: an operations-focused podcast or interview series, with a brand as recurring segment sponsor or topic collaborator on delegation, CRO, technology selection or AI adoption. An agency can position Berzins as the operations-side voice; a SaaS platform can supply practical tooling segments.
Attention as the scarce resource in an AI content boom
Berzins argues that AI has made it easy to produce more content, ads and creatives, but people did not suddenly gain more attention to give—if anything, brands are competing for less of it.
Read more
For e-commerce brands, they describe a sequence: first make someone stop, then understand, then care enough to continue. A good product, website or offer is not enough on its own; the stopping power comes first.
Presents the argument as a short, deliberate sequence that moves a viewer through the message.
For brands planning a campaign
Relevant for a creative-testing, ad-production or content platform: creator-led content on hook writing and creative testing for e-commerce brands, or a series where Berzins critiques real ad examples against the stop–understand–care sequence.
Tomass Berzins’s posts show them working with e-commerce clients and running their own podcast, but name no client brands and disclose no sponsors, affiliates or investors.
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One post refers to “our e-commerce clients” and singles out a bike retailer a three-minute walk from their home as a client, without naming the shop or stating their role in the business.
Another announces The Side of eCommerce Growth Nobody Sees, a podcast they co-host with Valdis.
Other posts use products purely as illustrations — greenhouses in a point about US market entry, and a fermented rye bread drink in a photo caption — rather than as evidence of commercial relationships.
Ask for the client’s name and their role, and whether any sponsorship, affiliate arrangement or investment is involved.
The Side of eCommerce Growth Nobody Sees
Owned business
Tomass describes launching “our new podcast,” The Side of eCommerce Growth Nobody Sees, co-hosted with Valdis.
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They describe the first episode as covering teams and delegation, operational challenges, CRO and technology decisions, and where AI helps, drawing on their own client work. No company, network or sponsor behind the show is named.
Tomass Berzins's posts are working notes from an e-commerce consultant: how a brand should choose where to sell in the US, what a store loses when it drops the advice a shop assistant gives, how a product range moves from first purchase toward repeat purchase, what growth does to team operations, and why stopping power matters more as AI makes content cheap.
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Read them in sequence — geography, buying experience, retention, operations, advertising — or go straight to the tag that matches the problem you are trying to solve.
The tags group posts by topic, specialty, format, and audience.
Three creators cover overlapping ground from different angles: Roman Tariq focuses on Meta Ads and offer tactics, Akaash Joshi on metric frameworks, and Brendan Ducie on plain-language explanations of digital commerce.
Both write for D2C e-commerce brands seeking more revenue from their existing audiences.
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Tariq argues for testing bundles and upsells instead of buying more traffic, since customers who already trust a brand are the easiest to sell to.
Berzins makes a similar case at a higher level, tracing the progression from product to bundle to lifestyle to recurring purchase.
Tariq also covers paid social, while Berzins frames attention — not content volume — as the scarce input.
Tariq's posts are tactical and offer-led: where an audience already spends, bundle and upsell tests, a stated five-client cap, and an open call for enquiries. Berzins's posts focus on operating decisions — which market segment to enter, what guidance a store owes a customer, and how growth affects a team — rather than client acquisition.
Joshi builds e-commerce growth cases from numbers: a $5 increase in average order value doubles topline on the same order volume.
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They list bundles, pre- and post-purchase upsells, and higher-ticket products as levers, then map funnel metrics onto AIDA for landing-page work. This overlaps with Berzins's average-order-value and repeat-purchase argument, as well as their framing of conversion-rate work as replacing the advice a shop assistant would give.
Joshi teaches through metric frameworks and worked napkin maths for DTC marketers, using arithmetic to make the case. Berzins teaches through client situations and operating choices — a bike retailer a three-minute walk from home, a greenhouse product that only makes sense in certain regions — and rarely presents calculations.
Ducie writes for the same practitioner audience, distinguishing digital marketing from e-commerce, pointing to practical levers, and arguing that brands selling through Amazon risk being undercut and should build on their own sites instead.
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Berzins similarly emphasizes that brands should own the customer relationship and buying experience rather than leave them to the channel.
Ducie's posts are broad definitional explainers and channel-level warnings, written outside any particular client engagement. Berzins's posts recount named client situations and the operating decisions that followed.
Tomass Berzins publishes for e-commerce operators: how to choose where to enter the US market, bring good shop-assistant advice into an online store, prioritise repeat purchases over first orders, and manage the strain of growth.
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For a B2B e-commerce growth agency or SaaS platform considering them as a consultant or content partner, the topic fit is clear; audience fit needs checking.
The only measured audience figure available is their LinkedIn profile’s 7,929 followers, observed on 10 October 2026.
Their posts provide no data on followers’ country, job role, seniority or company size, or on per-post engagement.
Treat 7,929 as reach, not relevance.
A follower count does not show whether those accounts belong to e-commerce decision-makers or people in the markets a platform serves.
Their posts speak to operators, founders and agency-side people familiar with situations such as a client three minutes’ walk away, a client growing faster than its processes, or a brand deciding where to start advertising in the US.
Advice grounded in real client situations rather than theory tends to select for practitioners.
Before sponsoring anything, ask for recent results on posts similar in topic and depth to the one you would fund, including views and audience response, not just likes.
Also ask for an audience survey or breakdown by country, job role and company size.
If none exists, build measurement into the first campaign rather than assuming the audience matches the platform’s target decision-makers and markets.
Tomass Berzins’s five LinkedIn posts, published between 8 September and 7 October 2026, discuss e-commerce growth work, market entry, the online buying experience, repeat purchases, and a new podcast they co-host with Valdis.
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None states sponsorship terms, rates, deliverables, or how a brand can inquire about working together.
The podcast launch offers an existing content format a partner could join, but not a stated commercial offer.
Buyers would need to agree on partnership scope directly.
Ask whether sponsored segments or guest placements are available on the podcast, whether they take paid consulting or advisory work, and whether a media kit, rate card, or booking contact is available.
Strong topic fit for a proposed content collaboration, subject to confirming availability and audience relevance. Tomass Berzins’s post on moving from product to bundle to lifestyle to recurring purchase gives the campaign a clear business problem and a useful progression. The bike-retailer example shows how to make e-commerce advice concrete: help customers understand what works together, rather than treating conversion as the only goal. A webinar, interview, or practical article could connect those ideas to the platform’s retention tools. Before committing, confirm commercial terms and verify that the audience matches the campaign’s target audience.
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Brief
A retention or subscription platform wants an educational campaign for e-commerce operators who are moving beyond first-order growth.
Suggested angle
Give customers a reason to return: map one product category from first purchase to a genuinely useful bundle, replenishment option, or wider product ecosystem. Keep the discussion focused on customer need, not on adding a subscription to every product.
When to choose a specialist
Poor fit based on the posts here. They show practical commentary about e-commerce operations, customer guidance, retention, market entry, and advertising attention—not a documented consumer endorsement offer or a promise of reach. A nationwide campaign would also cut against Berzins’s point that market entry should be narrowed to places where the product, customer, climate, competition, and shipping economics fit. Choose a creator with verified access to the required consumer audience and documented commercial terms, or first test a tightly scoped campaign and measure its results.
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Brief
A consumer brand wants a guaranteed-reach, nationwide product endorsement with measured access to a specific demographic, or a campaign unrelated to e-commerce growth.
A worked campaign example
Brief
A subscription-commerce platform wants to reach e-commerce teams whose growth depends too heavily on first orders.
Campaign angle
Co-produce a practical session called “From first order to a reason to return.” Use a familiar product category to show how a brand might move from a single item to a useful bundle, then assess whether replenishment or a broader product ecosystem solves a real customer need. Include a short diagnostic: what does the customer need next, how often, and why would they return to this brand?
Execution
Open with the tension in Berzins’s post: raising average order value through bundles and upsells is not the same as creating a durable reason to return. Walk through one product example, identify where guidance or replenishment helps, and show where a recurring offer would be unnecessary. Close with a worksheet for the audience to map its own product and customer journey. The platform can demonstrate relevant features in the session, clearly separated from the strategic advice.
Why this fits
The angle follows the product-to-bundle-to-lifestyle-to-recurring-purchase progression in Berzins’s post and the customer-guidance theme in the bike-retailer example. It gives a platform a relevant role without turning the content into a blanket subscription pitch. Before proceeding, confirm that a paid collaboration is available, agree the deliverables directly, and check audience fit; the posts provide no sponsorship terms, inquiry route, or audience breakdown.
Choose Roman Tariq when the campaign's job is a concrete offer play for brands already running paid social and looking for revenue from existing customers.
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The two posts reviewed argue that bundles and upsells beat chasing new traffic: the account already shows where the audience spends, so a brand can turn a $100 order into $150 with no extra ad spend, and trust is already built.
Tariq frames the work around D2C brands and Meta Ads, writes about capping the client load at five at a time, and closes posts with a direct offer to work together.
That suits a session or short series for operators who want to test a bundle or an upsell this week and want the reasoning in offer terms rather than strategy terms.
The tradeoff is scope and tone.
Tariq's material stays inside the ad account and the offer: bundles, upsells, selling to an existing audience, and a stated limit on how many brands he takes on.
It does not cover the wider operational questions that make Berzins a fit for a retention platform's education about retention, such as team load, delegation, technology and CRO choices, or why more traffic or a redesign is not always the answer.
Tariq's posts also read as short pitches with a call to message or contact him, so a co-branded campaign would carry a more sales-forward tone than the explanatory progressions Berzins writes.
If the platform wants to teach the problem, Berzins is the closer match; if it wants a tactical bundle-and-upsell workshop, Tariq is.
Choose Akaash Joshi when the campaign needs numbers before narrative.
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One post works through a full example: 10,000 orders a month at a $20 average order value is about $200,000 a month and $1.4M a year; every dollar added to AOV adds roughly $10,000 a month to the top line, and a $5 lift doubles annual revenue on the same order count.
It then lists the levers, including product range, bundling, upsells before and after purchase, price changes, and higher-ticket products for the most valuable customers.
The other post maps AIDA onto funnel metrics: bounce rate for attention, scroll depth for interest, time on site for desire, and conversion rate, revenue per user, and profit per user for action.
For a subscription or retention platform selling to an analytically minded audience, that provides ready-made arithmetic and a measurement frame for the same first-order-to-repeat-purchase question.
Joshi teaches frameworks rather than recounting delivery.
The posts show how to calculate the value of an AOV lift and which metrics to watch, but not how a brand works through the operational decisions, staffing questions, or technology choices behind retention.
They also lack the client situations Berzins's posts describe, such as the bike retailer whose store gave them a comparison between a good in-store consultant and an online catalogue.
Joshi's posts are older, from January 2023 and April 2024, so ask whether those themes still reflect what they cover.
Use Joshi for the quantified argument and Berzins for firsthand operational detail; if a session needs both, specify which presenter covers each part.
Choose Brendan Ducie when the audience needs the ground floor explained.
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One post walks through the difference between digital marketing and e-commerce—that is, marketing over the internet versus actually selling products through a store—and asks how a brand gets people to the store and buying consistently.
The other warns that buying and selling wholesale on Amazon leaves a brand exposed to undercutting competitors and supplier terms, and argues that long-term success needs its own site or an affiliate route.
That makes Ducie useful for a beginner-facing slot or a cautionary segment on channel risk inside a market-entry discussion.
The posts stop short of teaching customer retention.
Ducie explains what e-commerce is and flags Amazon as a channel risk, but does not cover creating a reason for customers to return, replenishment, subscriptions, or a wider product ecosystem.
For a retention-focused session, ask Ducie to cover the introductory or channel-risk segment and have the platform supply the retention material.
The posts date from December 2022 and January 2023, well before Berzins's recent work, and their explanatory style sits further from a buyer's decision.
Ducie is the weaker substitute for a session specifically about customer retention, but works for an introductory or channel-risk slot alongside Berzins.
Tomass Berzins's five LinkedIn posts cover US market entry as a regional choice, translating in-store product guidance online, retention and repeat purchase, the operational problems that follow growth, and attention as the scarce input in advertising.
The posts show that Tomass works with e-commerce clients and co-hosts a podcast with Valdis, but they name no client brand, employer, sponsor, or partner, and have no publication dates.
The posts provide no follower count or audience data, and they do not establish a broader career history, audience breakdown, or paid partnership terms.
