About Usama

I spend most of my time building the plumbing that lets ecommerce operators answer one question honestly: did we make money this week, and on which creative?

The default ecom analytics setup has a gap. You have Shopify on one side, ad platforms on the other, and a pile of spreadsheets trying to stitch them together. Creative performance lives in one tab, inventory in another, attribution in a third. By the time you reconcile them, the winning ad has already plateaued and the stock has run out.

My work starts from a different premise. Ad data, funnel data, checkout data, transaction data, and inventory data should land in the same warehouse, on the same day, with the same definitions. Everything downstream - dashboards, Slack alerts, inventory supply plans - just reads from that one place.

What I work on

• Multi-channel attribution for brands running six or more paid channels
• BigQuery warehouses fed by Fivetran, Supermetrics, and Airbyte, stitched with custom ETL where a connector does not exist
• Funnelish and Checkout Champ integration alongside Shopify transaction data
• Executive P&L dashboards that show channel, product, and margin in one view
• Creative performance frameworks that let a team compare hooks, angles, scripts, and actors like products
• Automated Slack notifications for winning creatives, CPA drift, and low stock

Most of this is less about picking a tool and more about getting definitions to match across four platforms that do not know about each other. That is where the hours go. The tools are the easy part.

How I think about ecom analytics

Three things matter more than dashboards:

1. Profit, not revenue. ROAS is a lie if your margin changes by SKU and country. Any reporting that does not carry margin is a ranking machine for the wrong creatives.
2. Inventory is a marketing metric. The best-performing creative in the world cannot scale if you run out of stock in seven days. Analytics should see that coming.
3. Attribution is a negotiation, not a truth. Every model is wrong. Pick the one that explains your last three months, use it consistently, and stop arguing about UTMs.

If you run an ecommerce brand and your weekly number does not line up with what the CFO says, the fix is almost never a better dashboard. It is an honest warehouse.