Platform selection
Planning a platform migration but unsure which one fits your business — or whether you need to migrate at all?
Consulting · Digital Commerce Diagnostic & Roadmap
Turn the complexity of your commerce into a clear system for decisions and execution.
We analyse your digital commerce operation as a business — growth, profitability, channels, customers, technology, data, operations and organisation — to define where you are, where you want to go and what needs to happen to build that future vision.
We deliver a connected system of diagnosis, priorities, roadmap and execution ecosystem, rather than a list of ideas.
Diagnose my commerce businessMaximum capacity of 5 companies per month.
Every project is led directly by Galba Junior.
01 / The starting point
Which decision will unlock the next step for your commerce?
Omnichannel operations
Need to connect stores, e-commerce, inventory and customer service, but unsure which architecture and operating model to build?
Digital transformation for manufacturers
Want to expand your manufacturing business’s digital sales and define the role of distributors, marketplaces, B2B and direct-to-consumer channels?
The next growth cycle
Your operation gets the basics right, but incremental improvements are losing momentum? Discover which changes could support the next growth cycle.
Profitable growth
Digital sales are growing, but margins are not keeping pace? Understand where acquisition, channels, discounts and operations affect performance.
Investment prioritisation
Too many initiatives competing for budget and people? Define what to do first, what to postpone and how to defend those decisions to leadership.
Partner ecosystem
Need to find and assess partners across Latin America to execute your strategy? Match the capabilities you need with the right providers for your context.
AI with a business purpose
Your company wants to invest in AI but does not know where to start? Identify relevant applications, requirements and criteria to assess the investment.
02 / The challenge
The problem is usually not a lack of ideas.
Established commerce businesses already have dozens of potential initiatives. The challenge is to turn those possibilities into a coherent decision-making system.
Where are we today?
Where do we want to go?
What is holding us back?
Which opportunities really matter?
What should we do first?
How much effort and investment will it take?
Which capabilities do we need to build internally?
Which partners do we need in the ecosystem?
For CEOs, C-suite executives, directors and heads of Commerce, Digital, Marketing, Technology, Operations, Omnichannel, Growth and Transformation. When initiatives compete for budget, people and attention, demonstrating value, defending a future vision and deciding what comes first become harder. Draw on our experience to connect evidence, evaluate choices and make decisions together with greater clarity and confidence.
03 / How it works
A structured process to turn analysis into decisions.
We understand the business
We analyse context, strategy, objectives, metrics, channels, customers, operations, technology, organisation and key challenges. The business is the starting point, not the tool.
We build an integrated view
We connect the parts of the operation to understand causes and dependencies, not just symptoms. Strategy connects to technology; technology to operations; operations to experience; experience to growth; growth to profitability.
We identify gaps and opportunities
We establish a clear view of the current state and desired future: strengths, gaps, risks, opportunities, required capabilities and structural decisions.
We turn opportunities into priorities
Each initiative is assessed against four key criteria: impact, effort, cost and complexity.
We organise everything into an execution system
Priorities become part of a logical sequence with explicit dependencies, rather than a collection of initiatives.
- Current state
- Future vision
- Gaps
- Opportunities
- Priorities
- Roadmap
- Capabilities
- Vendors
04 / Dimensions analysed
A complete view of your Digital Commerce.
Strategy & Business
Strategy, objectives, growth, profitability, P&L, business model and the role of each channel.
Customer & Channels
D2C, marketplaces, B2B, omnichannel, CRM, loyalty, social commerce and experience.
Growth
Acquisition, conversion, average order value, frequency, retention and new revenue streams.
Technology & Data
Platforms, architecture, integrations, data, analytics, personalisation, automation and AI.
Operations & Fulfillment
Catalogue, inventory, pricing, fulfilment, logistics, customer service and SLAs.
Organization & Governance
Structure, responsibilities, KPIs, decision-making processes, governance and execution capabilities.
Technology is a capability that enables the strategy, not the starting point.
05 / What you receive
Three deliverables.
One connected system.
Different layers of the same strategic vision, connected to guide decisions and execution.
Executive
Presentation
A consolidated presentation for discussions with leadership, C-suite executives and the board.
- Current state and future vision
- Maturity, strengths and key gaps
- Risks and opportunities
- Benchmarks and references
- Required capabilities
- Executive recommendations
Prioritized
Roadmap
Opportunities organised by impact, effort, cost and complexity, with logical sequencing and dependencies.
The aim is to show where to allocate resources, rather than create a backlog:
- Capital
- People
- Technology
- Partners
- Executive attention
Vendor
Ecosystem Map
Once we define what needs to exist, we map who can help build those capabilities.
Depending on the diagnosis: Commerce Platforms, CRM, Loyalty, Payments, Marketplace, OMS, Data, AI, Personalization, Retail Media, Logistics, Customer Service, Integration and other relevant capabilities.
The ecosystem follows the strategy.
The strategy does not start with vendors.
06 / The difference
More than a diagnosis.
A system for decisions.
Illustrative comparison of approaches. The scope of mentoring and consulting services may vary.
| Criterion | Mentoring | Traditional consulting | Diagnostic & Roadmap |
|---|---|---|---|
| Format | Guidance conversations and sharing of experience. | Diagnosis followed by recommendations. | Diagnosis + a system for decisions and execution. |
| Starting point | Starts with the questions and challenges raised by the mentee. | Starts with the agreed project scope. | Starts with the business the company wants to build. |
| What it examines | Decisions, challenges and the development of the professional or leadership team. | Areas and problems defined within the project. | The whole business: growth, margin, channels, customers, operations, technology, data and organisation. |
| Role of technology | Addressed according to the challenges discussed. | An important workstream within the project. | A capability that enables the strategy, rather than the starting point. |
| How it prioritises | The mentor helps explore options and next steps. | Experts recommend what to do. | Impact, effort, cost and complexity. |
| How it connects | Connects learning to the mentee’s decisions. | Organises recommendations by workstream. | Vision → gaps → opportunities → priorities → roadmap → ecosystem. |
| Who leads it | A mentor with experience in the subject. | A substantial part may be delivered by the project team. | Led directly by Galba Junior. Maximum capacity of 5 companies per month. |
| What you receive | Guidance, references and perspectives to support decisions. | Report and recommendations. | Executive Presentation + Prioritized Roadmap + Vendor Ecosystem Map. |
| After completion | You broaden your perspective to guide your decisions. | You know what has been recommended. | You know what to do first, why, in what order and with whom. |
07 / Direct involvement
The person analysing your business leads the project.
Digital Commerce Diagnostic & Roadmap does not follow a model where a senior professional sells the work and then hands delivery over to a junior team.
Galba is directly involved in the analysis, executive discussions, vision development, prioritisation and roadmap definition.
08 / Experience
Commerce analysed by someone who has had to make it work.
Galba Junior
Nearly 20 years working directly in digital commerce and transformation across Latin America, connecting strategy, technology and execution across different markets and business models.
Commerce needs to work as a business before it works as technology.
Brands Galba has worked with
09 / The outcome
The goal is not to finish the diagnosis knowing more.
It is to finish knowing what to do.
Where are we?
Where do we want to go?
What needs to change?
What comes first?
What will it take?
Which capabilities do we need to build?
Who needs to be part of the ecosystem?
That is the difference between a report and a decision-making system.
10 / Next step
Diagnose your business.
Then assess who needs to lead that transformation.
Business
Digital Commerce
Diagnostic & Roadmap
Understand where your business stands, build a future vision and turn opportunities into actionable priorities.
Check availability for the diagnosticMaximum capacity of 5 companies per month.
All led directly by Galba Junior.
People
Executive Assessment
of Digital Commerce
Assess your own and your team’s current knowledge of the key capabilities needed to lead Digital Commerce, free of charge.
Assess my level and my team’s