This audit assesses gearUP's digital marketing and demand engine end to end, spanning the two properties that carry the business, the marketing technology that connects them, and the channels that feed them. Its purpose is to give leadership a clear, evidence-based basis for the four decisions ahead: where to invest by channel, whether the current numbers can support confident planning, how to structure the team, and what to execute in the next ninety days.

Order truth lives in Magento and reaches the CRM and email tools largely by hand. As a result, very little has shipped since October, and channel-level ROI cannot yet be measured. The good news underneath that constraint is significant: the storefront is healthy, with a strong average order value and solid conversion rate, and the largest growth channels have barely been switched on. The work ahead is to connect the data, automate the manual steps, and then turn on demand against numbers everyone can trust.

Leadership has committed to roughly $12M of new revenue, lifting the company from about $40M to $52M, with a substantial share expected through digital. The path runs through five sequenced moves: fix the data flow so performance is visible, automate lifecycle and email so existing demand is captured, lift conversion on an already-healthy storefront, rebuild the WordPress site for engagement, SEO, and GEO so the lead funnel becomes a reliable demand channel, and then scale paid media once it can be measured.

Demand reaches gearUP through two distinct journeys, and the assessment treats each on its own terms.

The company generates roughly $40M across all channels. The Magento web store, the direct-to-athlete engine this audit focuses on, accounts for approximately $20M of that. The remaining revenue flows through B2B, club, and direct sales relationships. The $20M web store figure is the basis this audit works from.

Demand is concentrated in two channels. Organic search and direct traffic together account for roughly 92% of qualified sessions. Paid media, email, social, and AEO/LLM referrals are effectively dormant: paid has had no active campaigns since October 2025, and email, social, and AEO traffic each register only a few dozen sessions year to date, with zero conversions attributed to LLM referrals.

Figure 2.3, Share of qualified sessions by channel. Three of the four largest growth levers available, paid media, lifecycle email, and retargeting, are essentially switched off. That is the headroom behind the growth target, and it is exactly why activation must wait for measurement.

The current demand model is directionally sound and is the right way to back into a budget. It is, however, built on inputs that understate where the business already sits, so it should be rebuilt on actuals before it goes to leadership.

Figure 3.1, Planning assumptions compared with confirmed year-to-date actuals. Both average order value and conversion rate exceed the plan's modeled targets, meaning the growth math is more achievable than the current model implies.

Conversion work splits along the same two-property line, and the nature of the opportunity is different on each side.

This is the anchor section, because nearly every recommendation elsewhere depends on it.

The business-level numbers are trustworthy and confirmed from Magento: $208 average order value and 3–4% conversion year to date. What is missing is the layer above and below that topline. Behavioral analytics are installed on the WordPress site only and carry no Magento commerce data, so conversion cannot be broken down by channel and the purchase funnel cannot be examined step by step.

The remedy is a server-side event pipeline that carries Magento commerce events into both analytics and the CRM, including purchases, order value, and refunds. This single build is the highest-leverage move in the audit, because channel attribution, funnel analysis, trustworthy paid measurement, and accurate customer segmentation all depend on it. Until it exists, the business is managing its largest revenue channel without instrumentation.

Two builds turn the current manual operation into a system that can scale.

The WordPress-to-HubSpot forms connection already works; the gap is specifically on the Magento side, where order and purchase behavior do not yet reach the CRM without manual handling. Closing it is what makes meaningful segmentation possible at all.

The current email process is manual and slow to scale: a single team-specific send takes roughly twenty minutes of hands-on work, which does not multiply across the dozens of teams the business serves. The consolidation and the Magento integration together remove exactly that friction.

There is no single correct structure here. gearUP should weigh these options against its own appetite for hiring, its timeline, and the level of control it wants to retain.

The plan sequences the work so that each phase enables the next. Measurement is the gate: paid scaling does not begin until Magento commerce events are flowing into analytics.

Figure 8, The 90-day sequence across three phases, with the measurement gate between Build and Scale.

This section makes the audit's confidence levels explicit, so leadership knows precisely which numbers were confirmed and how.