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HARRY’S TEARDOWN: We are working with ZAGG / mophie in their search for a world-class VP of Ecommerce based in Salt Lake City. Amazing city. I have closed many searches in SLC, and I have yet to hear anything other than rave reviews about it. Proximity to great skiing probably doesn’t hurt.

You could drive here from SLC.⤵️ Honestly, why would you want to live anywhere else?

Okay, back to business! This posting is really a tale of two PE-backed brands and how, as VP of Ecommerce, you’ll lead both of them online.

One the one hand, there’s mophie …

mophie is the #1 selling battery case manufacturer in North America. It’s an award- winning designer and manufacturer that empowers the mobile world to do more. As the developer of the juice pack®, the first ever mobile battery case certified by Apple, mophie products are recognized for style and engineered for performance, providing a seamless integration of hardware, software and design.

On the other hand, there’s ZAGG …

ZAGG is the industry’s most trusted name in device protection and enhancement. It’s an SLC-based, award-winning designer and manufacturer that helps consumers get more from the gadgets they depend on every day.

As the developer of InvisibleShield®, the world’s most recognized screen-protection brand, ZAGG’s portfolio — spanning audio, power, protection, and customization — is known for smart design and engineered for real-world performance. Through its family of brands (ZAGG, mophie, InvisibleShield, BRAVEN, Halo, Gear4, and IFROGZ), ZAGG delivers seamlessly integrated product solutions that create lasting value for customers, business partners, and investors alike.

So right off the bat, you can see the synergies of growing both of these brands online.

One brand owns screen protection, cases, and productivity accessories. The other brand owns Apple-first power and charging — battery packs, wireless chargers, MagSafe-compatible systems, and a newly launched premium soft-goods line. Combined, the company is a well-established, profitable, nine-figure global business.

So, you VP-level ecom pros can rest easy:

This is a real operating company. The brands are real, the retail distribution is real, the engineering moat is real. The screen-protection brand built a proprietary fulfillment system holding thousands of device designs that auto-updates the day a new iPhone or Galaxy launches. No competitor has built that.

The charging brand is the Apple-ecosystem reference standard — MFi and MagSafe certified, distributed through the most demanding consumer-electronics retailers, and the brand most Apple loyalists associate with charging.

About the Market

The size of the cell phone market worldwide feels infinite. Which, by proxy, would make the accessories market equally massive. Not the issue.

The issue is mophie’s dominant competitor in cases sells roughly two orders of magnitude more product on Amazon than mophie. That gap is not brand strength. That gap is content quality, search rank, ad-spend discipline, and conversion architecture — all of which are detailed below.

For ZAGG and mophie’s own dot-com properties, the story is the same. The traffic is there. The intent signals — session duration, direct-traffic share — are extraordinary for a mobile-accessories sites. These people (not bots) are not casual browsers. They are people who came in, looked around, and left without buying.

The CEO’s exact framing on my kickoff call: “If you just got a reasonable number of the people who are already in the front door to convert, our dot-com business would go up 50% overnight. But you gotta figure out what to fix.”

It’s not like either of these brands sells a commodity.

Both brands command a premium based on their design, distribution, and Apple-ecosystem certifications. These things make the firm’s products genuinely worth more than the cheaper alternatives — and the customers know it. This is a brand category. And the company has not yet shown up online to defend it.

But all that’s changing.

Three months ago the firm brought on one of the smartest CMOs I know — an operator whose 20-plus-year career across premium consumer electronics, personal audio, and outdoor lifestyle brands has perfectly prepared him for this opportunity. He was instrumental in building a nine-figure DTC engine at a brand most readers in our space will know by heart. Now he owns the entire digital P&L for both brands here.

He is the hiring manager, he is your direct sponsor, and he is moving fast.

In his first 60 days he has: switched the Amazon agency; begun migrating the ESP to a best-in-class lifecycle marketing platform for both email and SMS; hired a Creative Director; engaged a top-tier brand-design agency to rebuild the visual system; invested in a dedicated 3D-animation team; and locked in a near-term launch date for brand-new enterprise commerce stores for both brands — replatformed off legacy infrastructure on both sides.

He has a meaningful site-build budget, a meaningful headcount budget, and an open checkbook for paid Amazon, paid Google, and paid social — provided you can show responsible attribution and ROI.

The mission is singular: Build two $100M ecommerce engines on the back of a 450-million-device installed base, a dominant Apple-ecosystem brand position, and a Q3 dual Shopify Enterprise relaunch that is already underway.

Three priorities will define the first 12 months — conversion architecture on dot-com, performance marketing efficiency (Google, paid search, paid social) against an EBITDA bonus mechanic, and a lifecycle marketing engine built from zero on mophie and rebuilt on ZAGG via Attentive.

The first 90 days will involve an analytical infrastructure build (there are no KPI dashboards today) plus a launch-readiness sprint for the new commerce stores. If you are a growth-hacker who thinks in GMV and brand-awareness lifts, this is not your role.

If you think in contribution margin by SKU, channel mix at the gross-profit level, and EBITDA contribution per dollar of paid spend, you are exactly the person the CEO and CMO are looking for.

You Won’t Believe How Much We Know About This Search

I spent a ton of time on the phone with this client teasing out exactly what you’ll need to KNOW and DO to hit the ground running in this role. Some of the things I can share with highly qualified candidates include:

• The “real” background requirements for this position, along with the top five things all resumes MUST have to be considered for the role.
• The top five problems that exist due to this position being open. These are the little brush fires you will be expected to put out during your first month on the job. Every job has these — and this one’s no different.
• What your average day / week will look like in this role. There’s what you read in the standard job posting … then there’s reality. We’ve got the reality.
• The leading and lagging KPIs that will determine your success in this role. In a nutshell: How you keep score.
• The major projects you’ll need to complete by Day 100 to be considered a home run in this position. We’ve got the lowdown on how you can plug-and-play and drive REAL value in this job.
• The competitive benchmarking data that shows exactly where this company stands against its top four competitors — digital penetration, loyalty program effectiveness, performance spend levels, and year-end results — plus the specific growth levers and financial model for scaling to 9-figures in digital revenue.

I have a massive amount of proprietary intel to share with qualified candidates. My industry research for this assignment exceeds 75 pages! Be sure to TEXT Ecommerce Recruiter, Harry Joiner at (404) 281-2025 for this info. Or simply use the email link when you apply for the role below.

Areas of Oversight

DTC Revenue Architecture

• Own the dual-site launch-readiness sprint for two enterprise ecommerce platforms — checkout configuration, theme QA, payment-method optimization, faceted navigation, search relevance, and PIM integration across a large, complex multi-brand catalog.
• Own site-wide conversion rate as your primary KPI.
• Build a structured A/B and multivariate testing program across PDPs, category pages, checkout, and post-purchase flows — grounded in session data, scroll maps, heatmaps, and review mining, not opinion.
• Build a conversion calendar that aligns testing cadence with a major OEM product launch ecosystem, seasonal demand, and promotional moments.
• Reduce checkout abandonment through friction analysis, payment method optimization, and buyer confidence signal implementation at every drop-off point.
• Treat site performance as a conversion input, not an IT metric.

Performance Marketing

• Direct ownership of paid search and paid social spend across both brands. Note: Marketplace performance marketing reports to the CMO, not this role — your job is the strategic integration and contribution-margin discipline that informs allocation across all paid channels.
• Evaluate and finalize the performance marketing agency relationship.
• Deconstruct platform-reported attribution and rebuild a truer picture from raw data.
• Move attribution methodology from last-click toward incrementality-based models.
• Evaluate new traffic channels with a contribution-margin lens — not reach or CPM — and build activation plans only for channels that can prove incremental return.
• Build direct and branded traffic as a long-term strategic asset, reducing paid dependency and improving blended margin over time.

Email and SMS Lifecycle Marketing

• Stand up mophie’s brand email and SMS program from zero. There is no list, no ESP, no flows today. The migration is in motion. You own the build-out.
• Rebuild the ZAGG’s brand email and SMS program. Current state: massive send volume, no lifecycle architecture, no segmentation, no automation. Migration to a new platform is in motion.
• Architect the warranty-registration flow as your highest-intent email opt-in capture point. This is the single most valuable dormant asset in the business.
• Build launch-day activation sequences synchronized with the OEM product calendar to capture the highest-intent moment of the year for accessory purchases.
• Treat owned channels as a dominant revenue engine, with a target of meaningful email-driven DTC revenue contribution within the first two years.

Analytics and Measurement Infrastructure

• Define the ecommerce measurement framework — which metrics matter, how they are tracked, and how they are reported to leadership — in partnership with the separately-hired analytics leader.
• Own the full analytics stack. Data accuracy is non-negotiable across all reporting surfaces.
• Build cohort-based reporting that tracks customer behavior over time, not session-level snapshots.
• Develop revenue per visit, AOV, units per transaction, and contribution margin by channel as core operating metrics alongside conversion rate.
• Partner with Finance to reconcile ecommerce reporting with the P&L. Platform revenue and financial revenue must tell the same story.

Answer Engine Optimization and Organic Search

• Own the AEO strategy for both brands. As AI-driven search surfaces reshape how consumers discover products in this category, ensure both brands are present, accurate, and favorably represented. AEO is not a future consideration. It is a current competitive surface.
• Own the organic SEO strategy across a large, complex catalog — structured data, faceted navigation management, crawl budget optimization, and keyword-level content strategy tied to high-intent purchase queries.
• Partner with Content and Product Marketing to build the information architecture and content depth that earns organic visibility across both traditional search and AI-generated responses.

B2B and International Commerce

• Own the B2B ecommerce experience and revenue for both brands. New B2B sites are in development — your job is to ensure they launch and operate at a standard most brands fail to achieve in B2B.
• Own international revenue strategy and P&L for both brands across all active and planned markets.
• Partner with Product Management on cross-border infrastructure, market configuration, and localization execution.
• Apply the same contribution-margin discipline, conversion optimization, and traffic analysis to B2B and international as you do to domestic DTC. B2B is not a secondary surface.

Team Leadership and Org Restructuring

• Lead the transition of the current remote ecommerce team toward centralization in a single home-base market.
• Build the centralized team around emerging capability — AEO, GEO, agentic commerce, and emerging social commerce surfaces. You don’t need to be the personal expert in any of these; you hire for it and set the direction.
• Manage agency and contractor relationships with the same rigor applied to in-house talent: clear briefs, defined deliverables, measurable outcomes.

Platform and Replatform Leadership

• Own both brand site launches end-to-end on a hard deadline. You have done a replatform before and know how to manage scope, timeline, and stakeholder alignment through a complex migration.
• Partner with the senior product management leader on platform development, integration architecture, technical debt prioritization, and the PIM rollout across a multi-brand catalog.
• Manage the enterprise ecommerce platform ecosystem across both brands: theme development, app integrations, checkout customization, and platform performance.

Brand-Commerce Integration

• Partner with senior brand and creative leadership on the content engine, UGC strategy, and the ratings-and-reviews remediation program.
• Position one brand as the premium lifestyle DTC destination — leveraging a heritage brand re-ignition, a new soft goods assortment, and DTC-exclusive product drops.
• Position the other brand as the dominant category ecommerce destination — connecting existing retail-channel brand authority to the online consumer journey for the first time.

Qualifications

Must-Haves

• Ten or more years of ecommerce experience, with at least four years in a VP or senior director role owning DTC revenue for a multi-brand or high-SKU consumer product business.
• Demonstrated, personally attributable track record of conversion rate improvement and AOV growth on an enterprise ecommerce platform with a large, complex catalog.
• Proven enterprise replatform experience. You have lived through the complexity and delivered. DTC P&L ownership with EBITDA accountability — not participation in a large DTC business, personal attribution for growth from X to Y.
• Performance marketing fluency at the P&L level — paid search and paid social — with the analytical chops to deconstruct platform-reported attribution and rebuild from raw data.
• Lifecycle and CRM depth on a major ESP and SMS platform. Treats email and SMS as a revenue channel, not a retention function.
• PIM experience and the technical fluency to partner with engineering and product management as a peer.
• Analytical self-sufficiency. You can build the measurement hypothesis when no dashboards exist. You can have a credible data conversation with an analytically rigorous CEO on Day 1.

Strong Pluses

• Background in consumer electronics, mobile accessories, or a category tied to a device upgrade cycle.
• Experience launching a B2B ecommerce site at a brand most known for DTC.
• Experience managing international DTC operations across multiple markets, including cross-border infrastructure.
• Experience leading a remote-to-in-person team transition with the change-management chops to do it honestly.

Personal Characteristics

• You are fired up — not intimidated — by broken things.
• You over-index in analysis before action, but you move fast and decisively once the data supports a decision.
• You are profit-first. You think in EBITDA contribution, contribution margin by SKU, and gross profit per dollar of paid spend.
• You hold yourself to the same data standards you hold your agency partners to — accurate, honest, decision-ready.
• You attribute outcomes to yourself. You do not blame organizational conditions for performance gaps.

Apply for This Role

Applications for this position are being coordinated by Ecommerce Recruiter, Harry Joiner. To apply, CLICK HERE. Candidates, please be sure to email Harry for a packet of market research and company / competitive intel that will differentiate you in your candidacy. Due to the intensely competitive nature of this search, thorough preparation for these interviews with this proprietary material is strongly recommended.