Enviroscent: Hiring a Director of Ecommerce During a Critical Growth Rebuild

Replacing a Long-Time Leader During a Business Transition

This search was more complex than a typical replacement hire.

The outgoing Director had owned both the Shopify and Amazon businesses end to end. Her exit left no one covering either channel. AAt the same time, the company was in recovery after its private equity parent entered bankruptcy and a new investor group took over. 

The role required someone who could:

• Own DTC and Amazon P&L
• Rebuild growth after reduced marketing investment
• Relaunch retention and subscription initiatives
• Manage agencies and external partners
• Balance performance marketing with long-term brand building

Finding candidates willing to join during a period of transition required careful communication and strong candidate management throughout the process.

Finding an Ecommerce Leader Built for Lean Teams and Growth

Constant Hire focused on candidates with three core capabilities:

• Full P&L ownership across DTC and Amazon
• Deep Shopify and subscription commerce experience
• Strong brand-building and customer retention instincts

The selected candidate stood out because of their combination of:

• Multi-brand ecommerce experience
• Shopify-intensive operational expertise
• Hands-on execution capabilities
• Strong collaboration and cultural alignment

Unlike candidates coming from larger organizations with extensive resources, the hired candidate had experience operating in leaner environments similar to Enviroscent's team structure. Their approach matched the company's collaborative culture and growth objectives.

Our Approach

‍Managing Candidate Perception and Keeping Momentum Through Uncertainty

Constant Hire did more than source. We managed the parts of this search that usually break a turnaround hire: the company story, the investor pause, and a lean-team fit.

One of the biggest challenges was helping candidates understand the company's story correctly. We proactively communicated that the bankruptcy occurred at the fund level rather than the brand itself, helping address concerns before interviews began.

The bankruptcy was the objection most likely to cost us a candidate, and it was easy to misread. It happened at the fund level, not the brand. We flagged that every candidate had to hear that directly, and we handled the explanation before each interview so the president never had to manage it in the room.

Before interviews, we coached candidates against the team's real priorities rather than a generic brief, and we gave the client a full screening breakdown on each one, including detail on the topics the president cared about most.

When investor issues paused the search in late January, we kept the top candidates warm for over a month and re-engaged them the day the role reopened. We then ran a second sourcing pass to freshen the slate and moved three finalists through back-to-back final rounds. Across the search we interviewed 12 candidates in a 7-day window.

Those relationships held. When hiring resumed, the strongest finalists were still in play.

Process

• 12 candidates interviewed
• 7 candidates submitted
• 3 interview rounds
• 3 stakeholders involved
• 78 days to offer (including a mid-search pause for investor reasons)

Despite the pause, multiple finalists reached final rounds and the role was filled. 

Rebuilding Ecommerce Leadership for the Next Stage of Growth

• Finalists: 2
• Offers: 1

The new Director of Ecommerce took ownership of both DTC and Amazon. The role carries the mandate to rebuild and scale the channel through the re-ramp.

The hire positioned the company to:

• Reaccelerate ecommerce growth
• Strengthen subscription and retention programs
• Improve agency management and accountability
• Build a stronger long-term customer base across channels

Positioning Highlight

This case study demonstrates Constant Hire's ability to:

• Recruit ecommerce leaders during periods of transition
• Manage candidate perception around complex company stories
• Keep high-quality candidates engaged through hiring delays
• Place operators with ownership across both DTC and Amazon
• Support growth-stage companies rebuilding after organizational change