The first thing Christopher Krassnig noticed was not the 4.2 ROAS. It was the cash that never seemed to stay in the business.
On the surface, the seven‑figure e‑commerce brand he had just onboarded looked like a textbook success story. The outgoing agency's dashboard showed upward curves and efficient spend. But when Krassnig pulled the profit sheet apart, a different picture emerged: roughly four in ten orders were losing money once product costs, shipping, fees and returns were factored in. The reports were polished, the metrics were technically correct – and almost irrelevant to whether the brand was actually making a profit.
