Build Simie London with me

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A real business. A practical next step.

Simie London is an existing jewellery business with real products, customers, revenue, wholesale activity and supplier relationships. Parts of the ecommerce and operating setup exist; getting the next version commercially live and running reliably is the work ahead.

We need someone to turn direction into action across the whole physical-product business. Existing customer and order commitments come first.

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The job we start with

Commercial & Operations Lead. An initial 90-day, hands-on fractional or project mandate.

You would own the execution layer: identify what blocks launch, recommend priorities, execute where sensible, and organise specialists where they can do it better. The aim is a commercially credible business that works, with progressively less execution required from me.

Within the agreed scope, you would own commercial follow-through as well as delivery: turn enquiries into orders, follow up wholesale accounts, and track sales, contribution and cash. Recommend where to invest next, with major commitments agreed in advance.

This calls for an experienced, hands-on operator who has owned both commercial results and physical-product operations, and who personally gets things done. Maintaining a task list is not enough. Shopify matters, but so do packaging, stock, suppliers, fulfilment, customer experience, pop-ups and wholesale follow-through. Jewellery experience is useful; physical-product operating experience is essential.

Who this might suit

You have taken a messy physical-product business or launch from plan to live. You can explain what you personally owned, what you delegated, which trade-offs you made, and what happened. You understand margin, cash and customer experience as well as ecommerce execution.

You work comfortably in ambiguity and communicate as problem → recommendation → decision needed. You can name recurring decisions you removed from a founder and the authority that made that possible.

How we’d work together

I do not want the day-to-day operating seat. I want to stay involved in direction, taste and product judgment, major capital decisions and key people. You would own routine execution, coordination, follow-through and reporting, with agreed decision rights.

There should be one operating owner, with clear decision rights and director/stakeholder approval for major commitments.

I am testing whether Simie London can run independently with the right operator. I am willing to support the work and make major decisions; I do not want to remain the person carrying every operational task. There is real room to own something here.

The aim is to reduce my required involvement over time. We will favour good, commercially credible execution over perfection.

Why this could be a good opportunity

You would be working with an existing business: products, customers, supplier relationships and wholesale activity are already here. There is something real to improve, rather than a slide deck to turn into a company.

You would help choose the practical sequence, then own getting it done. I want someone who can recommend a better way, use specialists well and see their decisions turn into a working business. Useful disagreement is welcome.

The first mandate gives both of us a bounded way to test working together. If it works, there is room for an ongoing operating role or a deeper partnership, rather than another launch handed back to a founder.

The initial economics

Our intended starting structure is a reliable cash base for a funded 90-day scope. We would agree responsibilities, hours, rate or retainer, specialist costs and review points before work begins, with the necessary director/stakeholder approval.

We are still establishing what the right person and realistic execution plan would cost. No compensation amount has been approved or offered. Share your usual rate and capacity so we can scope something sensible together.

Later incentives or a deeper Simie London operating partnership could be discussed if performance and mutual fit justify them. Equity is a possibility for later discussion, not a guarantee or an automatic award after 90 days. Any ownership arrangement requires director/stakeholder approval and may need a longer working relationship to assess.

An ongoing, well-paid operations role that makes Simie London run independently would also be a successful outcome.

Resourcefulness matters

Use AI, software, freelancers and specialists intelligently so you do not become the bottleneck. You should be able to implement practical improvements, investigate problems and manage technical help well. Being a software engineer or personally building every integration is not a requirement.

Physical work can be delegated locally, including QC, photography, packing and fulfilment. You still own whether the outcome happens and whether it meets the brief.

The first 90 days: agree a scope that can actually fit

The first 90 days should prove that a focused part of Simie London can work reliably with you owning execution. It is not a promise to launch every channel or fix the whole business at once.

Start by understanding what is already here. Review current orders and commitments, stock, packaging, suppliers and the ecommerce setup. Bring back a short recommendation: the main constraint, the next launch priority, the help you need and what should wait. Existing customers come first throughout.

Then deliver one agreed launch priority. That could be getting one sales channel ready to take and fulfil orders, or resolving a packaging and product-readiness constraint. Choose it from the assessment, with deliverables, weekly capacity, budget, dependencies and decision rights agreed before committing to it. Bring in specialist help where the scope needs it.

Leave that work running reliably. Make stock, order handoffs, dispatch, exceptions and customer follow-through dependable for the chosen scope. Keep a short weekly update: what shipped, commercial results, blockers and decisions needed. Review what worked and agree the next mandate before adding more work.

At the end, we should be able to point to the delivered priority, show that orders and exceptions have a clear owner, and see which recurring decisions no longer require me. The exact measures follow the starting position; we will agree them together rather than invent targets before the assessment.

A wider backlog, not one person’s 90-day checklist

Packaging, a product shoot, Shopify B2C and B2B, Faire, Klaviyo, Instagram Shop, pop-ups and wholesale follow-through may all matter. They do not all belong in the first mandate.

Use the assessment to sequence them. Defer channels that do not yet have the stock, assets, fulfilment or support to work. Once the chosen foundations are reliable, test a small number of growth ideas and use sales, contribution, cash and customer experience to decide what earns more investment.

Where it could lead

The first question is whether we work well together and make Simie London commercially live and operationally dependable.

If that works, continuing as Simie London’s operations lead is a good outcome. A deeper Simie London operating partnership is an attractive possibility if sustained results, authority and mutual fit support it. Other businesses remain optional; this role does not promise a portfolio or future COO position.

Start with a conversation

Book a 20-minute Simie London introduction, or use WhatsApp below. It helps to share:

• One messy physical-product outcome you personally owned, what you delegated, and an example or person who can support the account.
• Whether you want to own day-to-day execution in a small jewellery business while I stay focused on direction and major decisions.
• Your weekly capacity, UK overlap, earliest start and usual rate or retainer range.

A short conversation comes first. If we see a fit, we can scope the work and discuss an approved paid exercise where useful. No substantial unpaid execution plan is expected.