Most PE firms evaluate Amazon revenue the same way they evaluate any revenue channel — verify the numbers and move on. That approach has cost investors millions. When Amazon is a material driver of brand value, the channel deserves specialist due diligence that goes far deeper than a P&L reconciliation.
Amazon is not a passive sales channel. It is an active, fee-heavy, algorithm-driven platform that changes the economics of any brand it touches. The risks that standard financial due diligence misses are exactly the risks that destroy value post-acquisition.
I was Amazon's Category Manager for Tools & Home Improvement — full P&L responsibility, thousands of sellers recruited and managed, monthly business reviews with Jeff Bezos. I was in the room when FBA was being designed, serving as the seller advocate who evaluated whether sellers would adopt it and shaped the offer before it launched.
I understand how Amazon thinks about its seller business — which sellers it values, which it considers dispensable, which relationships it invests in. That institutional knowledge informs every due diligence engagement we deliver.
Every deal is different. A pre-LOI scan requires different depth than post-LOI full diligence. Our three tiers are structured around real deal timelines — not arbitrary scope categories.
Every engagement delivers a structured report formatted for investment committee review. Your deal team can use it directly — not a list of observations, but an institutional document with a clear recommendation.
Every day without Amazon channel clarity is a day your deal team is making assumptions. We can be engaged and delivering within 24 hours of scoping.