Eva wants you to keep more of the sale.

The Cricket Company had something many Amazon sellers would envy: decades of experience making professional hair tools and products people already wanted. It also had a familiar frustration. Advertising was running. Money was being spent. Performance had plateaued. In Eva’s account of the engagement, the problem was scattered decisions: campaigns here, listings there, profitability somewhere in a report. Buying another click would leave that arrangement intact.

The budget stayed put. The account changed.

Eva says it restructured Cricket’s campaigns, adjusted bids continuously, redistributed budgets and improved listings. Product-level reporting brought revenue, spending and profitability together. Operators chose the priorities; automation handled repeated adjustments. Reimbursement recovery addressed another source of lost money. The reported result: Amazon ad sales doubled within six months, without an increase in the advertising budget.

That last condition makes the example interesting. The story concerns making existing spending work harder. It is a company-published customer result, so it deserves the precision of that description. It is useful as an operating example; it cannot tell another seller what next quarter will look like.

The price tag was only the beginning

Founded in 2020 by Hai Mag and Barry Guze, Eva began with pricing intelligence. Its company history describes an engine built to understand marketplace signals, then an expansion into a much broader operation. Today, its offer includes the people who manage advertising, content, catalogs and inventory. The customer can buy execution alongside the software.

There is a practical logic to that expansion. A pricing recommendation has consequences elsewhere. Lowering a price can change demand, inventory needs and the amount a brand can afford to spend acquiring an order. Optimizing one decision in isolation leaves somebody else to reconcile the consequences. Eva’s proposition is to take responsibility for more of that reconciliation.

Mag’s public biography adds an unusual detail: he describes an ambition to fund AI infrastructure for children’s education. His immediate work is decidedly commercial. Eva’s team operates remotely across time zones, with brand managers and specialists assigned to the work that a dashboard alone cannot finish.

The warehouse gets a vote

Consider a hypothetical product whose campaign suddenly takes off. The advertising report looks cheerful. Stock coverage is falling. Reordering takes time. A team rewarded only for sales might keep accelerating. A team watching contribution profit and availability has a different decision to make. Eva’s Amazon management offering puts replenishment forecasting, pricing, content and advertising within the same remit.

That coordination also explains the market Eva occupies. Buyers can assemble advertising software, an agency and internal operations staff. Eva bundles several of those jobs. Its current pricing page names Vueria as its advertising intelligence partner and Ravlexo for conversion and retention. The distinction worth examining in a sales meeting is who acts on the information, how quickly, and with whose authority.

The customer examples extend beyond Amazon campaign management. Eva’s Ninja case study describes coordinating European marketplace operations and extending the approach into Walmart. Its Peru Pima account describes Shopify conversion work, landing pages, offers and advertising allocation. Those are different assignments. They share a requirement: someone must connect the customer journey to the economics of the product.

“We shifted from focusing on volume to building a system that prioritizes profitability and efficiency.”Salvattore Yaipén, Peru Pima, in Eva’s case study

What the invoice says

Eva’s published starting prices make the offer easier to place. Full-service management begins at $2,500 monthly; advertising and account-health services each begin at $500; marketplace expansion begins at $1,000. These are entry points for scoped engagements. A prospective customer still needs a written account of channels, responsibilities, media spending and any additional charges.

Recovery work uses another model: Eva lists a 10% fee for Amazon reimbursements and 20% for vendor recovery or Walmart reimbursements. Its separate growth-funding program advertises $50,000 to $250,000 covering Amazon management and ad spend for brands selling at least $30,000 monthly on Amazon. Repayment comes from sales up to a fixed cap. The percentage and cap are negotiated, making those terms central to evaluating the offer.

For a buyer, the useful calculation starts below revenue. Estimate what an extra order contributes after product costs, marketplace charges, fulfillment and advertising. Then compare the expected monthly improvement with the service fee. Include the internal hours that would otherwise go into managing the account. This is a way to assess the proposal, not a claim that Eva publishes a universal break-even point.

Borrow the meeting

There is something a reader can copy before hiring anyone. Pick a product and put its revenue, advertising cost, contribution profit and stock coverage in the same weekly discussion. Give one person responsibility for resolving conflicts between them. Record the decision and revisit the result. This is an operating lesson drawn from Eva’s approach, rather than a promised performance formula.

It also suggests sensible limits. A brand with little margin available after fees may struggle to support a retainer. Unreliable cost data weakens profit reporting. A product people do not want needs work beyond bid adjustments. Coordination becomes valuable when there is a viable business to coordinate, sufficient activity to learn from, and permission for operators to make changes.

The same discipline applies to measurement. Agree on a baseline, a time period and the costs included in profit. Keep seasonality and promotions visible. Ask whether a reported improvement concerns all sales or only ad-attributed sales. A shared definition makes the weekly conversation shorter and the final result easier to judge.

Cricket’s example offers a useful question for the next budget meeting: what else must change for the advertising to work? Eva has built a business around owning more of the answer. For the seller, the test remains pleasantly concrete: after the campaign, the shipment and the invoice, how much money is left?