ET Capital is a holding company for e-commerce. We launch, scale, and acquire the consumer brands people actually buy — and the operators, agencies, and infrastructure that move them.
Category research, product development, supply chain, brand identity, and a go-to-market engine — spun up under one roof. We operate the first hundred days ourselves, then hand it to the team we hired to run it.
Paid media, retention, creative velocity, pricing, channel expansion. Brands inside ET Capital get shared infrastructure and a playbook refined across the portfolio — the kind of leverage a standalone founder can't buy.
Majority positions, minority positions, full acquisitions. Operator capital, not financial capital — we take equity and roll up our sleeves. Founders who don't want to exit get a platform. Founders who want to exit get a home for what they built.
Agencies, studios, sourcing offices, 3PL relationships, and software the portfolio runs on. A few are wholly owned. A few serve the outside market. All of them make the brands inside ET Capital move faster than anyone they compete with.
Most capital in e-commerce is tourist capital. It writes checks, waits for a multiple, and calls that expertise. We are not that.
ET Capital is an operating holding company. We own what we build, we build what we own, and we treat brands the way an athlete treats a career — in seasons, not in exits. The business of consumer is fundamentally a business of taste, repetition, and distribution, and the firms that will matter in this decade are the firms that can hold all three at once, inside the same P&L.
We take permanent positions. A brand inside ET Capital isn't on a clock. There is no three-year horizon, no forced sale, no spreadsheet that decides its fate before the product is ready to. What we buy, we intend to still own when our children buy it.
Our bet is that the next generation of great consumer companies will not be built by lone founders raising sequentially larger rounds. They will be built by operators who share infrastructure — the same creative bench, the same sourcing desk, the same growth team — and compound advantages across a portfolio instead of rebuilding them from scratch every time.
We are allergic to slow. We are allergic to theater. We care about the product, the margin, the customer who comes back, and the team that showed up on the day it was hard. Everything else is noise.
Every partner at ET has run a P&L, scaled an account, or built a brand from zero. We don't advise. We operate.
No fund clock. No forced exits. The horizon is as long as the brand is worth owning.
One infrastructure across the portfolio: creative, media, sourcing, software, talent. Compound it. Share it. Win with it.
Spreadsheets are necessary but insufficient. The brands that win are built by people who care about the product first.
We partner with founders at every stage — from a deck and a prototype, to a profitable eight-figure brand looking for the operating leverage to become a nine-figure one. One inbox. A real answer within seven days. No associates, no signalling, no theatre.
We hire operators who've built, shipped, and broken things in the real world — and who'd rather own a brand than be a line-item in a deck. Buyers, growth leads, creatives, CFOs, technologists, brand builders.
We're remote-flexible, New York–anchored, and always looking for unreasonable people with taste.
See open roles →