Fortiva takes on operations for DTC brands: fulfilment, returns, inventory and customer service. Every engagement runs on the Fortiva Control Tower, an operations platform built in-house with AI. It gives the business one live view of orders, stock, suppliers and cost, so the business sees problems before its customers do.
Fortiva takes ownership of four operational functions a DTC brand depends on and runs each of them through its own platform, the Control Tower.
This is the platform every engagement runs on. Built in-house by Fortiva with AI, it replaces the weekly spreadsheet pack with one live view of orders, stock, suppliers and cost. It automates the reporting, tracking and exception handling that a person would otherwise do by hand.
Fortiva works inside the business as its operations lead, not as an outside advisor. Every engagement has a defined scope and a clear outcome.
Map how the operation actually works: where orders fail, where cost sits and where the team's time goes. Agree what needs to change and why. No slide decks.
Change the process, the contracts and the team where needed and put the Control Tower in to run it. The build automates manual reporting and tracking from the start.
Run it day to day: the trade meeting, the 3PL, the numbers, the team. When the business brings the role in-house, the handover covers the process, the controls and the people so the operation carries on without a gap.
Two consumer businesses were running entirely separate operational infrastructure - independent courier contracts, fulfilment teams and customer service functions with no shared logic or visibility. The cost was structural: built into how both organisations operated, not something that could be resolved by negotiation alone. Consolidating required redesigning how operations worked across both entities simultaneously, without creating service gaps in either.
OutcomeA single operation now serves both businesses: shared courier contracts, shared fulfilment, shared customer service. Annual operating cost fell by £400k with no loss of service performance.
A national field sales programme was structurally under-utilising its most expensive resource. Less than two-thirds of available field time was being spent in front of customers - not because of poor performance, but because of upstream friction in onboarding, scheduling and the systems the teams depended on. The gap was operational, not commercial.
OutcomeRemoving the onboarding delays, scheduling conflicts and system access issues put field teams back in front of customers: £2m a year more output from the same headcount.
A DTC brand was absorbing a returns rate driven largely by causes that sat upstream of the customer decision. Product presentation, courier handling standards and post-sale communication were each contributing to avoidable returns - but the data to see this clearly did not exist and ownership of the problem was split across teams with no shared accountability.
OutcomeReturns fell from 13% to 6%. The post-purchase process, from packaging to courier handling to post-sale communication, now has a defined owner and documented controls. The team now fixes each cause where it starts, before it becomes a return.
If operations are the problem, in fulfilment, supply chain, returns or customer service, describe it and Fortiva will say whether it can help.
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Last updated: September 2026
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Last updated: May 2026
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Last updated: May 2026
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