Manager, Analytics and Strategy

Relentless Problem Decomposition. Every question that lands on your desk will be ambiguous. “Why is Burrow behind plan?” is not a question you can answer with one query. It’s a question that decomposes into traffic vs. conversion vs. AOV, then further into channel mix, campaign-level performance, inventory availability, pricing changes, competitive shifts, and macro factors. Your job is to decompose faster and more completely than anyone else in the room, and then reassemble the pieces into a clear story with a recommended action.

Cross-Functional Truth-Seeking. You will be the person in the room who asks the uncomfortable question. Marketing presents a ROAS number and you ask whether it accounts for the halo effect on brand search and whether we’re double-counting. Finance presents a forecast — you ask what conversion rate assumption it’s built on and whether that assumption still holds given what you’re seeing in real-time data.

Merchandising wants to expand a collection and you ask what the incremental contribution margin is after accounting for cannibalization of existing SKUs. You are not adversarial. You are rigorous. There’s a difference, and you know how to walk that line.

Deep, Original Analysis. The work that matters most in this role is the analysis nobody asked for. You notice that the relationship between Meta spend and revenue has changed shape over the last 90 days and you dig in. You see that one brand’s repeat purchase rate is quietly climbing while another’s is flat and you want to understand why. You realize that our pricing strategy is optimized for gross margin but might be costing us market share, and you build the model to prove it.

This is the work that changes how the company operates — and it only happens if you’re obsessively curious about the business, not just responsive to assignments.

AI as a force multiplier. You’ll use Claude Code to analyze rich data sets, build automations, generate first-draft analyses, and move through data at a pace that would have required a team of three five years ago. But you understand that AI output is a starting point, not an answer. You read what Claude produces and immediately see what it assumed, what it skipped, and what it got wrong.

You iterate, push back, and refine. The person who runs one prompt and presents the output is not who we’re looking for. You’re the person who runs five follow-ups, questions a number that looks too clean, and cross-references a second data source before forming a view.

• Own the analytical foundation the CEO and leadership team use to make decisions. This includes daily revenue and marketing performance analysis, but extends far beyond it — pricing impact studies, competitive analysis, customer cohort behavior, channel attribution deep dives, and portfolio-level pattern recognition.
• Sit in cross-functional meetings not as a note-taker but as the person who pressure-tests what’s being said. When someone presents a conclusion, you’re the one who asks what the data actually shows — and whether the conclusion survives contact with a different cut of the numbers.
• Build and improve automated systems that surface signals across all six brands. Revenue vs. forecast, ROAS by channel, inventory alerts, pricing change impacts. You’ll use AI tools to build these faster, and your own judgment to decide what deserves attention and what’s noise.
• Conduct deep investigations that start with a hunch and end with a recommendation. “I noticed X, I dug into Y, here’s what I found, here’s what I think we should do.” This is the highest-value work in the role and the thing that will earn you a seat at the table.
• Analyze increasingly rich and complex data sources. Work with Rockerbox attribution data, Google Ads and Meta platform data, and internal operational datasets. You’ll often need to join datasets that have never been joined before to answer a question that’s never been asked.
• Produce clear, opinionated written analysis — not slide decks with charts, but concise narratives that say what’s happening, why it matters, and what to do. Our CEO reads these directly, so precision and clarity matter more…