Growing B2B ecommerce business
From four people to an operation serving 100,000+ users
A growing B2C ecommerce business was scaling quickly and attracting business customers, but its product and operations were not ready for the next stage. I led the development and growth of a new B2B product, rebuilt order fulfilment for higher volumes, and built the customer support department and its operating systems. The company grew from four people to a 28-person organisation serving more than 100,000 users.
Work led by Boris as Head of Operations before founding Shapeshift Labs.
Key outcomes
Measured impact
- ≈£925k
- in revenue generated by the new B2B product in its first two years
- ≈38% faster
- average order completion after rebuilding the core fulfilment operation
- 2×
- five-star customer reviews within five months of rebuilding customer support
What changed across the business
- A scalable B2B productI led it from concept to launch and growth. It went on to generate around 40% of monthly company revenue.
- Order fulfilment built for volumeA custom order processing platform replaced fragile tools and separate automations, making higher volumes faster and safer to handle.
- Customer support built to scaleI built the department, its operating process and the AI-powered automation systems used to manage quality as the customer base grew.
The business had outgrown its original operating model
Growth was exposing the same underlying problem in different parts of the company. The customer-facing product could not support the needs of larger business clients. The core service depended on general task management software that was becoming unstable at higher volumes. Customer support quality was assessed through a slow manual sample.
These were not three isolated software requests. The business needed a stronger operating model: clearer processes, purpose-built systems, reliable performance data and teams designed around the work they had to deliver.
Create a B2B growth engine
Business problem
Business customers wanted to use the service, but the existing ecommerce storefront was built for individual buyers. It lacked business accounts, order analytics and the API integrations larger marketplaces needed.
Larger customers were difficult to onboard and serve through the existing product.
What changed
I defined the product proposition, business requirements and user flows, assembled the company's first development team and led the product from planning through launch.
The result was a dedicated B2B platform with business accounts, order visibility and an API that allowed larger customers to connect the service directly to their own systems.
Business impact
Business customers gained a product designed around how they ordered and managed work. It became a major revenue stream with strong customer retention.
Scale the core service without sacrificing quality
Business problem
The core service ran through general task management software and separate automations. As order volume grew, the setup became unstable, reporting required repeated exports and onboarding new fulfilment team members took too long.
Orders were not consistently matched to the team's expertise. This slowed work and increased the risk of errors on more complex orders.
What changed
I redesigned how orders moved from intake to completion, including team roles, order states, risk checks and reporting.
I then formed and led the team that replaced the separate automations with a custom-built order processing platform for mobile and desktop. It assigned work by expertise, generated customer outputs, showed live performance and added extra checks for higher-risk orders.
Business impact
The fulfilment team could handle more orders with fewer delays and disputes. Managers had a live view of performance and could grow the team across time zones without losing control of quality.
Build customer support that could scale
Business problem
As order volumes grew, I built the customer support department and assembled the team. The next problem was quality control.
Managers spent hours reviewing a small sample of tickets. Most conversations were never checked, feedback was slow and recurring customer issues were difficult to spot.
What changed
I wrote the support handbook and quality standards, then built an AI agent to run quality reviews. It was trained on the handbook, company knowledge base and quality criteria.
It reviewed every completed conversation, flagged missed procedures, gave each team member structured feedback and surfaced recurring customer issues. Managers received a weekly performance view without manually reading every ticket.
Business impact
Quality checks now happen on every ticket. Team members receive feedback sooner, managers can see patterns earlier and the department can grow without adding the same amount of manual review.
What the transformation made possible
The business grew from four people to a 28-person organisation serving more than 100,000 users. Its B2B product became a major revenue channel, the core operation gained the capacity and controls needed to scale globally, and support quality became measurable across every customer conversation.
Product, operations and customer service were not treated as separate projects. Each change strengthened the same operating model and gave the next stage of growth a more reliable foundation.
This work later shaped how Shapeshift Labs approaches transformation: understand the commercial goal, redesign the operation and build the systems needed to make it work.