When everyone owns a channel,
who owns growth?
HYPR.
Your media buyer owns acquisition. Your retention lead owns email and SMS. Your agencies own whatever they were hired to manage. Everybody hits their number, and the company still can’t say where the next stage of growth is supposed to come from.
That gap is the work. HYPR sits with founders and leadership teams across acquisition, retention, scale and partnerships, and gets paid to have an opinion about the whole picture.
Everybody hits their number, and the company still can’t say where the next stage of growth is supposed to come from. That gap is the work.
Led by Los Silva. Twenty years building, buying, scaling and selling consumer brands.
ROAS and profit are two different numbers.
A brand can post a 3x blended return and still lose money on every new customer it brings in. It can acquire all day and never earn a second purchase. It can add products, channels, agencies and dashboards every year and get less certain about where growth is supposed to come from next.
Looking at a company one channel at a time is what hides all of that.
Acquisition spends cash. Retention decides how much cash there is to spend. Inventory decides what you’re allowed to scale, and creative decides whether anyone wants it. Partnerships can hand you reach that paid media would take three years and a lot of money to rent.
Those things move together, so HYPR works on the connections between them. The output is a shorter list. What deserves more attention, what deserves more money, and what has been sitting in plain sight while everyone stayed busy.
Four parts of the same picture.
Acquisition
Most acquisition conversations stop at volume. The harder questions are who you should be acquiring next, what you can afford to pay for them, and which offers and channels can carry more weight without breaking the economics underneath. We read acquisition against margin, cash and customer value. What the platform reports is one input.
We read acquisition against margin, cash and customer value. What the platform reports is one input.
Retention
The first purchase pays for the customer. Everything after it is where the money is. That means the whole relationship: whether the product delivers, what happens in the thirty days after it lands, why the second order does or doesn’t happen, replenishment, cross-sell, and the quiet reasons people stop buying without ever complaining. Move that number and every customer you acquire is worth more, which changes what you’re allowed to bid.
The first purchase pays for the customer. Everything after it is where the money is.
Scale
Growing and worth scaling are two different tests. Before more capital, inventory, people and attention go behind something, you want to know whether it survives at three times the size. We help leadership separate durable growth from a good quarter, name the constraint that shows up next (it is usually cash or inventory), and make the bet with the odds written down.
Growing and worth scaling are two different tests. Before more capital, inventory, people and attention go behind something, you want to know whether it survives at three times the size.
Partnerships
Some growth isn’t for sale in an ad auction. The right creator, affiliate, retailer, distributor or operating partner can hand you an audience or a capability that would take years to build alone. Most of these deals are bad. We help you tell which ones aren’t, and structure the good ones so they still make sense in month eighteen.
Some growth isn’t for sale in an ad auction. Most of these deals are bad. We help you tell which ones aren’t.
We don’t show up with the answer already picked.
Most firms start from what they sell. A media agency finds a media problem. An email agency finds a retention problem. A creative agency finds a content problem. None of them are lying. That’s just what the world looks like when you own one channel.
We start from the company. The first conversations are usually some version of:
Where is growth actually coming from right now?
What’s getting harder?
What is a customer worth, and how much do you trust that number?
Which parts of the business get better as revenue grows, and which get worse?
What opportunity comes up in every meeting and never moves?
What are you funding because it works, and what are you funding because nobody wants to be the one to kill it?
That last one usually takes the longest to answer.
Then we decide where we can be useful. Sometimes the answer is that you don’t need us.
Built from the operator’s side of the table.
HYPR is led by Los Silva. He didn’t learn DTC by advising it from a distance. He has built brands, bought companies, scaled and sold ecommerce businesses, and worked the acquisition, retention, partnership and operating sides of the same P&L.
That changes what you notice.
A 3x on the dashboard is a claim. Contribution profit is the result.
A partnership isn’t valuable because the logos look good together.
Revenue the margin can’t carry is a problem you haven’t met yet.
Growth that makes the company harder to run every year isn’t scale. It’s weight.
We work on the business.
HYPR isn’t an agency and doesn’t want your ad account. There’s no package, and there’s no channel we’re quietly trying to fill.
We work directly with founders and leadership teams on the decisions and opportunities that move growth. What that looks like depends on the company.
Sometimes it’s a standing strategic seat.
Sometimes there’s one specific opportunity that needs to be shaped, negotiated and moved.
Sometimes leadership needs someone experienced sitting across the internal team, the agencies and the partners, asking the questions nobody inside the company can ask without it turning political.
And sometimes the right structure isn’t consulting at all.
The scope moves. The bar doesn’t. The opportunity has to be real, the work has to be commercially meaningful, and we have to be in a position to actually affect the outcome.
Who this is for.
HYPR is built for companies already in motion. The product works. Customers are buying. There’s a team, live marketing, and enough operating history to argue about.
What usually brings people here:
Acquisition costs keep climbing and the usual fixes stopped working.
Retention is the number everyone already knows should be better.
One channel is carrying too much of the company.
Growth slowed, got less profitable, or brought more complexity than it was worth.
There’s a product, channel, partnership or market that could genuinely change the business, and leadership wants a clearer read before committing real money to it.
This isn’t startup coaching, and we don’t run ads. If you’re looking for someone to take over a media buy, we’re the wrong call.
Start a conversationBring us the real business.
Not the deck version. Show us where growth actually comes from, where it’s getting stuck, what a customer is worth, and which opportunity keeps coming back to the table and never gets moved.
If there’s a real way for us to help, the next conversation is with HYPR leadership directly. If there isn’t, we’ll tell you on the first call and save you the second one.