Grow Your Amazon Brand with Confidence

Luba Ilyasova is an eCommerce executive who has built and led Amazon businesses for 15 years - as a founder, as an operator inside consumer brand companies, and as an advisor to brand owners.


She started as a seller, launching an Amazon-native personal care brand in 2011, scaling it to a multimillion-dollar business and selling it. She then went brand-side. At Interlink Products she established the Amazon business from nothing and scaled it past $20 million in annual sales. At Atlantic Coast Brands she grew Amazon revenue from $300,000 a month to $17 million a year, and led the marketplace division through the company's acquisition by Profectus Beauty. In both companies she recruited and developed the eCommerce teams that carried that growth.


Her work starts before the tactics. Most Amazon problems, in her experience, are pricing, distribution and unit-economics problems that show up on Amazon first. She works with owners and leadership teams to decide what Amazon is for their business - a distribution channel or an acquisition channel - and to connect that decision to what they sell, how they price it, where they invest and how they grow profitably. Through Brand Coach LLC she takes on account audits, growth roadmaps and fractional Amazon leadership.


She is also the co-founder of Enspescio, customer lifetime value software that helps consumer brands use their Amazon and DTC data to understand retention, predict lifetime value and make better acquisition decisions.


Luba holds an MBA in finance and risk management, and began her career in reinsurance - which is why every conversation with her ends up at unit economics. She speaks on Amazon and AI-driven retail, serves on CPG and DTC advisory boards, and lives in Hoboken, New Jersey.

Expert Talks & Advisory

Luba speaks at industry events on Amazon strategy and AI-driven retail, most recently at MakeUp in NewYork at the Javits Center, and on podcasts including AM/PM with Kevin King. Her talks are built for brand owners and executives: what is changing on Amazon, what it means for the P&L, and what to do about it.


She serves on advisory boards for CPG and DTC brands, where she brings an operator's view of Amazon to decisions on pricing, channel strategy and growth investment.

She also mentors Amazon brand owners in Titan Network, a private mastermind of experienced sellers, working through the same questions she takes on with clients - profitability, positioning and what to fix first.


Luba is available for keynotes, panels, podcasts and advisory board roles.

Three paragraphs and a line that says she's available, which the old version never did. "Passionate", "empower", "unlock their full potential" are gone. Titan stays here because this section is where it belongs, and it's described so a brand owner knows what it is.

Core Strengths

Profitable Amazon Growth

Profitable Amazon Growth

Profitable Amazon Growth

Amazon revenue is easy to buy and hard to keep. Fees, advertising and promotions can grow the top line while the channel quietly loses money.


I start with the P&L by product - what each SKU actually earns after every cost - and build the growth plan from there. Pricing, promotions, advertising and inventory all answer to that number. The result is a channel that grows and stays profitable, not one or the other.

Building the Team

Profitable Amazon Growth

Profitable Amazon Growth

Every brand ends up with the same question: run Amazon in-house, hand it to an agency, or both? The answer depends on the business, and getting it wrong is expensive either way.


I've built in-house Amazon teams from scratch inside two companies and worked with agencies from the other side of the table. I help owners decide what to own, what to outsource, who to hire and how to hold an agency accountable.

Amazon Inside the Whole Business

Amazon Inside the Whole Business

Amazon Inside the Whole Business

Amazon fails when it's treated as a spillover channel - parked under retail or DTC, run by whoever has time. It also fails when the fear of cannibalizing other channels drives the decisions.


The first job is deciding what Amazon is for the brand: a distribution channel or an acquisition channel. Everything follows from that - pricing across channels, which products go where, and how the Amazon team works with retail and DTC instead of against them. 

Customer Lifetime Value

Amazon Inside the Whole Business

Amazon Inside the Whole Business

A marketplace sale is not a one-time transaction anymore. The brands that win on Amazon know what a customer is worth after the first order and spend to acquire them accordingly.


I help brands read their Amazon and DTC customer data together - retention, repeat purchase, subscription - and turn it into acquisition decisions. It's the reason I co-founded Enspescio, and it's built into every engagement.