Menlo Club Premium Seasonal Subscription Launch

Premium Seasonal was one of the biggest operating builds of my career: a new quarterly subscription and commerce model that took almost three years from concept to MVP to full launch.

The monthly subscription business was pressured by churn, customer fatigue, CAC, product frequency, and customer experience limitations. Premium Seasonal was built as a higher-value quarterly subscription and add-to-box commerce model that could give customers a better alternative to cancelling.

The business needed to improve subscription economics without losing the existing customer base or relying only on more acquisition volume.

• Attract a more premium and elevated customer.
• Give monthly subscribers an alternative to cancelling.
• Increase LTV through a $99 subscription and add-to-box shopping.
• Reduce churn and improve CAC economics.
• Build a better subscription experience across product, shipping, customization, service, and merchandising.

As the business owner and GM of the launch, I worked with leaders across Logistics, Merchandising, Customer Service, Product, Engineering, and Marketing to design a better subscription system.

The strategy moved the model from monthly to quarterly, added hybrid e-commerce through add-to-box, elevated product and packaging quality, rebuilt the website on BigCommerce, and gave customers more control through customization, subscription switching, interactive style guides, personal stylists, and a digital magazine/lookbook.

I led development and launch across the organization while maintaining responsibility for the monthly subscription and sister e-commerce brands.

What launched included the quarterly subscription service, add-to-box commerce, an elevated product line, three new premium shipping boxes, USPS and UPS shipping options, a BigCommerce rebuild, interactive style guides, customization, subscription switching, digital magazine/lookbooks, and personal stylists assigned to customers.

The launch connected merchandising, fulfillment, customer service, product, engineering, marketing, paid media, lifecycle, influencer seeding, affiliate, and analytics into one operating plan.

Premium Seasonal decreased overall churn from 25% to 12%, a 52% reduction. AOV increased by $65 per customer as members moved into a higher-value quarterly box and could add incremental products before shipment, letting them shape the value they received each season.

The service reached more than 10,000 members within the first quarter and gave the business a higher-value model for customers who were burning out on monthly shipments.

The project showed that subscription growth is not only acquisition. The business needed merchandising, fulfillment, customer service, product, packaging, website, lifecycle, and reporting systems working together to improve retention and customer value.

It also changed how I thought about growth leadership. This was the project that pushed me from growth marketer into business operator: solving across product, merchandising, logistics, customer service, engineering, lifecycle, acquisition, and finance, then tying those decisions back to the broader business strategy. It showed me that growth does not sit beside the rest of the business; it depends on every function, and every function shapes the growth outcome.