Features
Bygone Winnipeg: A fictitous story based on true events: University of Manitoba Faculty of Medicine 1932-1944
By DAVID TOPPER Call me a witness. I was there and heard almost everything that’s relevant to this story.
Yet, thinking deeper, I guess you could call me a spy – well, at least, some may say that, for there was an element of skulduggery in my employment situation. It was all because of my father, who changed my name when I was born. Of course, we’re all born with a surname, but―
Wait. Let’s first go back to my grandfather, Moshe Levinstein, who was born in Russia, and who as a young man experienced a small pogrom – small in terms of later ones – which was enough to convince him to emigrate as fast as he could. Several people were killed, a house was burned down, and there was a rape – that ‘small’ event drove him to leave Russia, forever. He never looked back, even when Winnipeg, Canada turned out not to be quite the paradise he expected. Because he quickly found that anti-Semitism was endemic.
My father, Solomon Levinstein, while growing up, saw the struggle his parents went through being Jews in a Christian country (with the English majority Protestant, and the minority French Catholic), and he wanted to protect me as best he could when I was born. He wanted me to fit into the social fabric more than he ever could. And since I turned out to be a girl, there were even more barriers on my horizon – ‘closed doors,’ he called it. He told us that he was thinking about all this when I was still in my mother’s womb. You see, he liked to ‘plan ahead,’ which was another of his favourite phrases.
Oh, speaking of being in the womb: my grandmother died when my mother was eight months pregnant with me, and so I was supposed to be named some variation of Minnie Levinstein, as is the Jewish tradition. But since my father was obsessed with my fitting in better than he did, and he also wanted me to get through some otherwise ‘closed doors’ – I was named Mildred Evans. He said Evans and ‘Levins’ rhyme, and so do Millie and Minnie. It was also a nice Aryan-sounding name, “as the Germans would say,” he said.
Mind you, while growing up as Mildred Evans, I nonetheless didn’t hide my Jewishness. Indeed, I often went to synagogue on Saturday/Sabbath. But then, I also often went to church on Sunday and―
Um, I guess I need to explain that. You see, my best friend was Mary O’Brian, which tells you that she was probably Irish Catholic, which she was. Now, here’s my perspective in all of this. I was very precocious and very smart and I read a lot. I liked languages. On weekends I enjoyed Hebrew in the Synagogue and Latin in the Church. Two ancient languages, one dead except for the Christian Mass, and the other kept alive in prayer and Torah study. Plus, you must remember that Latin was still taught in schools at this time; it was part of a Liberal Arts education in the first half of the 20th century. Many universities required High School Latin for entrance to their freshman classes. As well, to me, the Mass was like an opera, with singing and those glorious organ pipes vibrating and echoing throughout the church. Mary and I, by-the-by, went to the beautiful Cathedral in St. Boniface, with the astonishing and huge Rose window. You see, there were no organs in any synagogue. And so, it was not so strange for this Jew to enjoy the Catholic Mass as a musical event. Think of Bach, a devout Lutheran, who wrote his wonderful Mass in B-minor.
Anyway, to me the Mass was a show, and it was free – well not completely free, since the church always passed around a collection basket near the end of the service – a sort of pay-what-may type thing, you could say. I remember that Mary, when I took her to her first synagogue service, was surprised that there was no collection at the end, especially since after the service there was an oneg in the social hall, with food galore. But I digress.
The service of the Mass, to me, was not entirely unfamiliar, since there were many prayers and texts that borrowed passages from what they called The Old Testament: many of the sayings of the prophets, Isaiah, Jeremiah, Ezekiel, and others. “But what about the stuff on Jesus?” you may be asking, eh? Well, you see, I read a lot of history, as I told Mary – and I must say she was shocked when I first told her this; although eventually she (well, sort of) agreed with me – well, I told her that Jesus was not a Christian, but a Jew named Yeshua, and he always was; ‘Jesus’ was the later Latinized name. He had some differences with the Jewish hierarchy at the time, along with problems with the Romans who occupied the Holy Land, so much so that they (the Romans) crucified him. It was after his death that Christianity was born, due in large part to the preaching and writing of a Jew name Saul, whose name was later Latinized to ‘Paul’ after he had a vision of the resurrected Yeshua/Jesus. Saul/Paul made a strong case for rejecting many Jewish practices (such as circumcision), so much so that his sect broke free from its Jewish root. They became known as ‘Christians,’ since Paul preached that Yeshua was the real messiah (or ‘anointed one’), which in Greek is ‘Kristos,’ later Latinized to ‘Christus.’
Mary laughed when I said that therefore you might call the birth of Christianity a Jewish conspiracy. “Oh Millie,” she said. “You’re so smart it sometimes scares me. What is going to happen to you?”
Good question.
So, what did happen to me? Well it helped being smart, that’s for sure. Very smart, indeed. But not pushy. No, not pushy or impudent in any way. Not at all. You see, I was (and still am) happy with less – a lot less than I probably could have had. Yes, I lived (and still live) parsimoniously.
Well, I got a university education with excellent grades (as you might expect) but I didn’t go any further, although I could have, and was encouraged to do so. But I saw the university system as a barrier to women. And I was not inclined to fight the system. As I said, I was satisfied with less. While still a student at the University of Manitoba, I got part-time secretarial jobs, since I was a fabulous typist and proof reader. Even before I graduated, I was offered a full-time position as a secretary in the English Department, since their long-time-serving woman was thinking of retiring. And in the end, after graduation, I got the job.
It was the best decision of my life, looking back on it. You see, in this job I could go home at 5pm to my modest house not far from the university and forget about the job until the next morning. In the warmer weather I could walk to and fro; although in the dead of winter I took the short bus ride. After all, it was Winnipeg. And at home I could read whatever I wanted. Play the piano. Do my art work: drawing (pencil and/or pen & ink) and painting (only watercolour). Listen to the radio. And I read as much as I wanted: lots of books, magazines, and newspapers. I got the New York Times Sunday edition in the mail every week; it was a bit late, of course, but there were so many articles of interest that it was a source of almost endless reading throughout the week. For example, I recently came across this quote from the famous Albert Einstein in an article about him: “Perhaps it is due to anti-Semitism that we can preserve ourselves as a race; at least, this is what I believe.” I’ve been thinking a lot lately about this, especially in light of what I am going to tell you later. Incidentally, when I was a student, there were no Jewish professors on the faculty. Even as late as the mid-1940s, there were still only four Jewish professors.
In contrast to my life, my boss’s home life was filled with lectures to prepare, and even on weekends there were papers to mark, exams to compose and later to mark. And so it went. He often told me I was fortunate to be able to start a book and just read it at my leisure, right through if I wished. He confided in me that he seldom had time to read half of what he wanted to. I believe he liked talking to me, since I was smart. He often asked my advice regarding even the content of the texts that I was typing for him. We got along swimmingly, as you might surmise. We had a very good rela―
Okay, before you start fantasizing further, let me stop you. There was nothing beyond our professional relationship. Nothing at all. Throughout the university, in all my jobs – nothing. No flirting, never. I had no affairs in those years in various secretarial positions, if that’s what you’re thinking. And here’s why: I am not attractive. I knew this in High School, and was satisfied with it. Remember, I like a simple life, and I discovered that this unattractive state makes life uncomplicated – or, at least, less complicated than it otherwise might be. I could see among my classmates in school that the (let’s call them) ‘attractive’ girls had a life that was a roller-coaster ride. Up, happy, being gleeful; down, way down, when a guy dumped them. Yes, I saw some girls get really down; had to take pills; some even admitted to hospital. I thought: who needs this crap? I don’t want those ups and downs; I want a straight ride, flat. “Yes, just flat,” as I told Mary. She laughed, “Well that’s not the only thing that’s flat for you, huh”? We both had a good laugh at that. Remember we were best friends, and each could take a joke.
So, I tell you: my so-called ‘unattractiveness’ was a gift. Which I took and ran with, you might say. Today, you see: I wear no make-up, have a simple straight hair-do extending below my ears but not touching my shoulders, wear loose and non-flashy blouses, have only skirts far below my knees, and I wear sensible shoes – namely, flats (oh, that word again). All this ensured that my relationships with the men under whom I worked at the university would remain strictly professional. Let’s put it this way. I always had a good night’s solo sleep, if you know what I mean.
Of course, this is not to say that I never had an intimate relationship with anyone, but rather that it was not with any of my bosses – and I will leave it at that, for this has gone far beyond the original topic. But – and I emphasize this – all this is not a digression, for I very much want you to know about me and my life at the University of Manitoba, so as to put this story into context and to show how and why what I am going to tell you should not only be believed, but also taken seriously.
Further, to set the stage: I got along well with my fellow all-female secretaries and other staff at the university. My plainness was interpreted as a sort of prissiness, which is not true, but they didn’t know that. As Mildred Evans, I was asked what church I went to, and I told them St. Boniface Cathedral, since I did go to it when my friend Mary and I were kids, so strictly speaking my answer was no lie. Although I know their question had a different meaning. (Incidentally, Mary is now married and living in Toronto, raising her four kids.) They then asked why I go all the way to the other city to attend church and I told them it was about the music and the organ. They understood, and asked no more.
Also, due to my modest behaviour, they questioned why I was not a nun, and it led to them jokingly calling me Sister Millie. I said there was no such St. Mildred, although this may not be true, but then what do Protestants know about saints? – since Luther, Calvin, and the others eschewed them, along with the Virgin Mary, from their theology. And speaking of joking: being ‘Sister Millie’ among these Protestants, I was in an opportune position to reprimand them when they occasionally told anti-Semitic jokes or made similar remarks. And I did. As an art-lover, I also took the occasions to lecture them on the destruction of so much art by the Protestants during the Reformation: defacing and burning paintings, smashing statues, destroying stained-glass windows, and more. They knew none of this; it was a shock to them. They were not taught such things in Sunday-school, they said.
And that brings me to the reason for telling you all this in the first place. For, as I began, I said I was a witness, or even a spy. But for what? Well, for what may be called the backroom conversations. The secret disc―
Wait, I’m getting ahead. Uh, let’s start here: After many years with the English Department, I was promoted to being secretary for the new Dean of Medicine, Dr. Warren Matthews. It began for me at end of term in late May 1932. Although the Dean’s term began in September, he occasionally came around during the summer months to bring things (books, files, and such) so that his office was ready in the fall. He got to know me a bit and seemed very pleased and comfortable with me. His wife, Eleanor, even came with him one summer day – I believe, to check me out. She was nicely dressed, looking very Anglo-Saxonish prim and proper, if there is such a thing. When she saw me, she first looked me straight in my eyes and, while she was saying some pleasantries, she panned down my body to my feet and back up to my face, and ended with a self-assured smile on her face. I passed, since I was clearly no threat to her sexuality, whatever there was of it.
I spent the summer getting adjusted to the new office, going through the files and sometimes reorganizing them my way, and changing some things around in the physical space of the office. For one thing, I preferred keeping my office door to the university closed, but with a COME IN sign, when I was there. I didn’t like the constant background noise and chatter, as well as obtrusive eyes walking past an open door. That summer, I also had lots of typing to do both for the new Dean and for others in the Department of Medicine.
By the fall, when the Dean came in for the new term, we could get right to work. And we did. We quickly developed a good working relationship. He was obviously comfortable with me, for he shortly said that I should just call him ‘Warren.’ Interestingly, he liked me keeping my door closed, since he preferred keeping his door open. He said he was a bit claustrophobic, plus he liked to hear my typing – it had a musical rhythm that he found restful. Importantly, this meant that I was privy to confidential remarks by the Dean and those who ran the administration of the university when they were in his office. In short, I was able to eavesdrop. And eavesdrop I did! And that’s why I’m telling you this.
But this spying came later. The reason I am telling you this is because of an event that took place not long after he got settled into his new office. I can still remember the day. It was first thing in the morning, and after the “how are you” etc., he told me to look at the records of students admitted to the Medical School in terms of their ethnic origin, particularly noting how many of them were Jews. “We already have too many Jews, Millie,” he said. It was a jolt, and although I’m sure I showed no visible signs of my reaction, internally I was shaken. So much so that I almost blew my cover. Yes, even as Mildred Evans, Sister Millie, it―
Well, it’s hard to explain. I was tempted, of course, to ask why, … but, of course, I didn’t. “I’ll get to it right away, Warren,” was the best thing I could say at the time, and I turned away walking toward a filing cabinet, as any loyal Anglo-Saxon secretary would do, but with shaking hands that I hid from my boss.
I found that on the application form there was a line for ‘racial origin,’ and so I was able to do my job. I discovered that throughout the 1920s there were usually about 64 students per year admitted, with 18-25% being Jewish. Other ethnic groups also came – Ukrainian, Polish, German, and so forth, but in smaller percentages. Most, not surprisingly, were Anglo-Saxon – good English stock, according to Warren. When I presented my finding to him, I added another category, and I prefaced it by saying that I hoped he didn’t think I was being impudent in doing so. It was the number of women admitted, which was very low – often none, sometimes one or two. Warren smiled and said it was fine for me to be “conscious of my sex” and he blushed after he said it. I think hearing himself saying the word ‘sex’ out-loud to me, well, it jolted him – the way, on the previous day, his word ‘Jews’ jolted me.
Subsequently, my eavesdropping elicited more examples of anti-Semitism endemic to the faculty, as he chatted in his office with other administrators, keeping his door open. They all agreed. “Too many pushy Jews.” “Since they invariably get high grades in school, if we don’t put a lid on the enrolment, soon they will all be Jews.” “If we don’t do something now, well Jews will take over the faculty.” “First the Jews and then Ukrainians or Poles.” “At least the Frenchies have their own college in St. Boniface.” And so it went – a litany of bigotry, discrimination, and prejudice straight from the mouths of the administrative faculty to the ears of Mildred Evans. At most, a few made mild queries as to the efficacy of it, and the possibility of “aggressive Jewish lawyers” filing a legal case against the practice.
In the end there was a quota system initiated for all incoming classes, keeping the Jewish enrolment low. In 1936, for example, only nine got in. In later years even fewer. Out of 60 or more students, sometimes only four to six were Jewish. Of course, this meant that Anglo-Saxon students with far lower grades than Jewish students were admitted in place of them. And this was for a school to train physicians, dealing with life and death. “Just what we need – dumber doctors,” I told my Jewish friends. You see, I didn’t hide my clandestine information. I told anyone who would listen to me. Unfortunately, where it might make a difference, I got indifference, brought on by fear. Rabbis were afraid to do anything. They went along with the quota rule. “Don’t make waves, things could get worse,” was a standard response. Yes, they went along with the quota system. “Don’t look like a ‘pushy Jew,’ at least we get the ones that we get,” I was told. “Look, honey, be happy with four to six doctors a year,” I was told to my face by a rabbi’s wife. The same thing from the Jewish establishment. The B’nai Brith was afraid to do anything because it might backfire and only make matters worse. Similarly, for the Canadian Jewish Congress, which was reluctant to get involved in this Winnipeg issue. “What wimps,” I told my friends. I did the best I could. I didn’t blow my cover.
For me this thing came to a head in 1943, when the med school again turned down many Jewish and some other ‘ethnic’ students, so as to admit Anglo-Saxon students with (in this case) not only lower grades – but they also admitted some students who didn’t even pass their university exams and thus were required to go to summer school! To me, this was the last straw. The Jewish students’ Avakah Zionist Society got wind of this and began to bring all this out into the open. They eventually got the help of a Jewish lawyer and, yes, a fuss was raised and pressure was put on the Board of the University of Manitoba.
Finally, in 1944, after a dozen years of overt discrimination, the Medical School removed the racial and religious categories in their application. The quota rule finally ended. I celebrated with my Jewish friends. And, yes, Mildred “Prissy” Evans got a little tipsy.
Speaking of celebrating. In 1949, Dr. Warren Matthews was awarded an Honourary Doctor of Laws for his dedicated service to the University. I was invited to a private party for him, but I made up some excuse as to why I couldn’t make it. You see, I was afraid that if I did go, I would not be able to control myself, and proper Mildred Evans, aka Sister Millie, would perform the very unladylike act of making a scene by copiously spitting into the party’s punch bowl.
* * *
Features
13 Best Amazon PPC Management Agencies for Growing Brands
Growing brands should hire an Amazon PPC agency that optimizes daily against TACoS and contribution margin, staffs senior specialists on the account, and reports results per ASIN in plain language. The agencies that deliver consistent, profitable growth share a few verifiable traits: Amazon-specific expertise, transparent reporting, and pricing that rewards performance over ad spend. This article ranks and compares 13 Amazon PPC agencies against those signals for 2026.
Why Amazon PPC management gets harder as brands grow
Amazon advertising gets more competitive and more expensive every year. US retail media ad spend will reach $71 billion in 2026, according to a December 2025 eMarketer forecast, which means more brands are bidding on the same high-intent keywords. As a result, average Amazon cost per click rose about 35% between 2023 and early 2026, reaching $1.21.
The problem is compounded at scale. Accounts with hundreds of SKUs and five-figure monthly ad budgets tend to see ACoS creep up as campaign structures sprawl. According to 2026 Amazon PPC benchmarks, the median ACoS across US Amazon accounts in H1 2026 was 38% and the median TACoS was 15%.
TACoS, or total advertising cost of sale, measures total ad spend as a percentage of total revenue, including organic sales. TACoS matters more than ACoS at scale because it reveals whether advertising is building the brand or just paying to keep revenue flat. An account with a stable 20% ACoS can still be in trouble if TACoS is climbing each quarter.
Most brands notice the shift somewhere between $1M and $10M in annual Amazon revenue. That is the stage where manual campaign management eats too many hours, ACoS-only reporting hides margin erosion, and the cost of hiring the wrong agency becomes meaningful.
How to evaluate an Amazon PPC management agency
The right Amazon agency for a growing brand is one whose approach matches the brand’s stage, goals, and internal bandwidth. Use these criteria to separate signal from marketing noise:
- Amazon specialization. The agency focuses specifically on Amazon advertising, not general paid media with Amazon as an add-on.
- Who runs the account. Senior specialists with years of Amazon experience manage campaigns directly. Junior account managers learning on the brand’s budget is a warning sign.
- Primary optimization metric. The agency reports TACoS and contribution margin, not just ACoS or ROAS. ACoS in isolation hides whether ads are cannibalizing organic sales.
- Reporting transparency. Per-ASIN reporting in plain language, not dashboards filled with acronyms and aggregated numbers.
- Optimization frequency. Daily optimization beats weekly reviews. Amazon’s auction changes constantly.
- Pricing model. Flat retainers or hybrid models align incentives better than pure percentage-of-spend fees, which reward the agency for spending more.
- Verifiable credibility. Amazon Ads Partner status, third-party reviews (Clutch, Trustpilot), and named client results with real numbers. Self-reported “top-rated agency” claims are not credibility.
Top Amazon PPC management agencies for growing brands in 2026, at a glance
| Rank | Agency | Best for | Primary focus | Notable signal |
| 1 | Olifant Digital | Established brands wanting daily, profit-first management | Done-for-you Amazon PPC with TACoS reporting | $114M+ managed client revenue; 98% retention; named Amazon results |
| 2 | Tinuiti | Enterprise brands needing DSP and AMC | Full-funnel Amazon Ads + DSP | Amazon Ads Advanced Partner; AMC accreditation |
| 3 | Blue Wheel | Mid-to-large brands wanting ads and DSP under one roof | Omni-channel Amazon Ads + DSP | Amazon Advanced Partner; $1B+ in client revenue managed |
| 4 | Incrementum Digital | Data-driven brands wanting analytics-led management | Amazon-first performance advertising | Amazon Ads Advanced Partner; 2024 Buy With Prime Partner Award |
| 5 | Trivium Group | Brands wanting profit-focused full-service management | Amazon PPC, DSP, and account management | Inc. 5000 (#170); $24M+ annual ad spend managed |
| 6 | Amazon Growth Lab | 8- and 9-figure brands | Amazon PPC, SEO, DSP, and listing optimization | 50 Clutch reviews; clients incl. Ray-Ban, Anker |
| 7 | BellaVix | Brands needing both Vendor and Seller Central coverage | Marketplace management + full-funnel Amazon Ads | Amazon SPN; $500M+ marketplace sales |
| 8 | Selouse | Brands with large SKU counts wanting one senior team | Amazon + TikTok Shop management | Positions for brands doing $500K+ annually |
| 9 | Desverto | Brands whose listings/creative need work alongside ads | Creative-led Amazon optimization + PPC | Amazon Verified Advertising & Creative Partner |
| 10 | Trellis | Brands wanting software-led automation | AI-powered Amazon and Walmart advertising | Software trusted by brands, agencies, and aggregators |
| 11 | AMZDudes | Brands wanting month-to-month, no-contract management | Full-service Amazon PPC + account management | Free growth audit; self-reported 4.9-star rating |
| 12 | PPC Jumpstart | Smaller growth-stage brands wanting founder attention | Boutique, founder-led Amazon PPC | Founder managed $10M+ in ad sales; Trustpilot reviews |
| 13 | SmartSites | Brands wanting Amazon inside a broader digital program | Full-service digital marketing incl. Amazon | Clutch Premier Verified; 285+ reviews; nine-time Inc. 5000 |
Read the table as a starting point. The best agency for any given brand depends on stage, margin structure, and whether the brand needs just PPC or full account services.
The best Amazon PPC management agencies for growing brands in 2026
Below are detailed profiles for each agency in the ranked list. The first entry is the most detailed; the rest are neutral, factual summaries based on publicly available information.
1. Olifant Digital
Why Olifant Digital ranks first: Olifant Digital provides done-for-you Amazon PPC management focused on turning ad spend into profitable growth, taking full ownership of strategy, account restructuring, daily optimization, and budget allocation aligned to revenue and profit targets. It pairs senior-only staffing with a proprietary campaign framework and named, verifiable results, an unusual combination in a space where “AI-powered” and “expert-managed” are often just marketing language.
What sets Olifant Digital apart:
- Every account receives daily optimization rather than set-and-forget automation, with senior specialists carrying a minimum of seven years of Amazon experience managing campaigns directly. No juniors are staffed on client accounts.
- Campaign execution follows the 1-1-1-1 Scaling Method, Olifant’s proprietary campaign architecture framework that separates every account into four strategic focuses: testing new keywords and ASINs, scaling high performers, exact-match campaigns to boost organic rank, and brand defense.
- The agency blends human expertise with its in-house Olifant AI platform, built and continuously improved by an internal engineering team, with data scientists reviewing account metrics across every client daily. New tactics are tested on Olifant’s own Amazon brand before ever reaching a client account.
- Reporting is per-ASIN and in plain language, with TACoS and contribution margin as the primary metrics rather than ACoS or ROAS in isolation.
- Named client results: Ekster ($688,406 in annual Amazon profit), WedgeGuys (+391% Amazon sales with a 17% ACoS reduction), Elite Jumps (+124% revenue in 3 months with a 51% CVR lift), MatchaBar (+$114,305 in added monthly Amazon revenue), and Balanced Tiger (171% revenue growth with a 50% ACoS reduction).
- The agency manages over $114M in annual client revenue across 50+ active brands, maintains a 98% client retention rate, and holds a 5.0 rating on Clutch.
- A full-service option is available, covering PPC, listings, catalog, and Brand Store under one team.
Best fit for: Established brands with Amazon traction that want to scale profitably with daily, hands-on management.
Pricing: flat retainer starting at $2,000 per month, custom to catalog complexity, with no percentage-of-spend fees. Every engagement is backed by a 60-day money-back guarantee on management fees.
2. Tinuiti
Why they stand out: Tinuiti offers full-funnel Amazon Ads and DSP management for enterprise and commerce brands, backed by proprietary ad tech and deep platform accreditation that few agencies can match at scale.
What to know:
- Amazon Ads Advanced Partner status, placing it in the top 7% of agencies by Amazon’s own recognition program.
- AMC (Amazon Marketing Cloud) accreditation for advanced cross-channel attribution work.
- Proprietary MobiusX ad tech platform supporting campaign management and reporting.
- Named clients include illy and Poppi.
Best fit for: Larger brands that need sophisticated DSP and Amazon Marketing Cloud capabilities.
Keep in mind: Brands wanting a boutique team focused exclusively on Sponsored Products or PPC may find a smaller specialist agency a tighter fit than an enterprise, multi-channel firm.
3. Blue Wheel
Why they stand out: Blue Wheel provides omni-channel commerce services including Amazon Ads and DSP full-funnel management, built around a proprietary bidding system designed for real-time campaign control at scale.
What to know:
- Uses a proprietary “Companion” bidding system based on Search Term Isolation for real-time campaign adjustments.
- Holds Amazon Advanced Partner and SAS Core-approved status.
- Has managed $1B+ in client revenue since its founding in 2011.
Best fit for: Mid-to-large consumer brands wanting ads and DSP integrated under one roof.
Keep in mind: Brands selling exclusively through Sponsored Products with no near-term DSP need may not require the full omni-channel infrastructure Blue Wheel is built around.
4. Incrementum Digital
Why they stand out: Incrementum Digital focuses on Amazon-first performance advertising across marketplaces, differentiated by an in-house analytics platform built specifically to track blended profitability rather than platform-reported metrics alone.
What to know:
- Uses its proprietary DataOwl analytics platform to track blended profitability and TACoS.
- Holds Amazon Ads Advanced Partner, Walmart Connect Partner, and TikTok Shop Partner status.
- Won the 2024 Buy with Prime Best Merchant Activation Award.
Best fit for: Data-driven brands that prioritize analytics-led management over a purely relationship-driven engagement.
Keep in mind: Brands that want a single point of contact managing strategy end to end, rather than a dashboard-forward engagement, should confirm how much day-to-day strategic input comes from a named specialist versus the platform.
5. Trivium Group
Why they stand out: Trivium Group offers full-service Amazon PPC, DSP, and account management with a profit-first methodology that factors in COGS and daily profit rather than treating ROAS as the finish line.
What to know:
- Profit-first methodology factoring in cost of goods sold and daily profit, not just return on ad spend.
- Manages $24M+ in annual ad spend across its client roster.
- Ranked #170 on the Inc. 5000 list of fastest-growing companies.
- Clutch profile includes 40 reviews.
Best fit for: Brands wanting profit-focused full-service management rather than a narrow PPC-only engagement.
Keep in mind: With a growing client roster, confirming the specific account team and reporting cadence assigned to a given brand size is worth doing directly.
6. Amazon Growth Lab
Why they stand out: Amazon Growth Lab provides full-service Amazon PPC, SEO, DSP, and listing optimization, built around a data-density approach that goes well beyond the handful of metrics most competitors report on.
What to know:
- Analyzes 750+ ranking and conversion data fields rather than surface-level metrics alone.
- Clutch profile with 50 reviews.
- Named clients include Ray-Ban, Jacuzzi, Anker, and Brooklinen.
Best fit for: 8- and 9-figure brands with complex catalogs that need PPC, SEO, and DSP coordinated together.
Keep in mind: Smaller or earlier-stage brands may find the agency’s complexity-oriented approach more infrastructure than a leaner catalog needs.
7. BellaVix
Why they stand out: BellaVix offers marketplace management and full-funnel Amazon advertising across both Seller Central and Vendor Central, with multi-marketplace coverage that extends the relationship beyond Amazon alone.
What to know:
- Also manages Walmart and Target marketplaces under one partnership.
- Holds Amazon SPN status and is a Verified Amazon Advertising and Global Selling Partner.
- $500M+ in marketplace sales managed.
- 33 Clutch reviews.
Best fit for: Brands that need both 1P (Vendor Central) and 3P (Seller Central) coverage under one team.
Keep in mind: Brands selling only through Seller Central with no Vendor Central complexity may not need an agency built around managing both.
8. Selouse
Why they stand out: Selouse provides full-service Amazon and TikTok Shop management under one roof, with a single senior team handling PPC, listings, creative, and daily operations across the US, UK, and EU rather than splitting responsibilities across specialists.
What to know:
- A single senior team owns PPC, listings, creative, and daily operations across three regions.
- Positions itself for brands doing $500K+ in annual revenue.
- Credibility signals are self-reported rather than externally verified.
Best fit for: Brands with large SKU counts that want one senior team handling everything rather than coordinating multiple vendors.
Keep in mind: Because credibility signals here are self-reported, it’s worth requesting references or case studies directly rather than relying on site claims alone.
9. Desverto
Why they stand out: Desverto offers creative-led Amazon optimization alongside PPC management, built around the idea that ad performance and listing quality are inseparable rather than managed by separate teams.
What to know:
- Uses a creative-first model called Product Family Architecture, built around listing design feeding ad performance.
- Holds Amazon Verified Advertising & Creative Partner status and is an Amazon SPN member.
- 900+ brands served.
Best fit for: Brands whose listings and creative need improvement alongside ad management, not just campaign structure.
Keep in mind: Brands with already-strong creative and listings that only need PPC management may find the creative-led positioning adds scope they don’t need.
10. Trellis
Why they stand out: Trellis provides AI-powered Amazon and Walmart advertising plus automation software, positioning itself as a technology platform first with managed service layered on top rather than the reverse.
What to know:
- Unifies PPC automation with pricing, promotions, and content optimization, referred to as the “4Ps” of merchandising.
- Software is used by brands, agencies, and aggregators directly, not just as a white-label layer.
- Managed service options are available alongside the self-serve software.
Best fit for: Brands wanting software-led automation, with the option to add managed oversight.
Keep in mind: Brands wanting a dedicated strategist as the primary point of contact, rather than a software-first relationship, may prefer a traditional agency model.
11. AMZDudes
Why they stand out: AMZDudes offers full-service Amazon PPC and account management with a data and AI-driven approach, built around a low-commitment entry point designed to reduce the friction of switching agencies.
What to know:
- Provides a free Amazon growth audit before engagement.
- Month-to-month management with no long-term contracts.
- Site reports a 4.9-star rating from 260+ brand reviews and Amazon Ads Verified Partner status; both figures are self-reported rather than independently verified.
Best fit for: Brands that want month-to-month management without a long-term contract commitment.
Keep in mind: Because the review count and partner status are self-reported, independent verification through Clutch or a direct reference check is worth doing before signing.
12. PPC Jumpstart
Why they stand out: PPC Jumpstart is a boutique, founder-led Amazon PPC management agency built around direct founder involvement rather than a delegated account team, with pricing tied to outcomes instead of a flat fee.
What to know:
- The founder manages accounts directly rather than delegating to junior staff.
- Offers a pay-on-results, profit-first model focused on TACoS and margin.
- The founder has personally managed $10M+ in ad sales.
- Trustpilot reviews from clients back the boutique positioning.
Best fit for: Smaller growth-stage brands that want hands-on attention from an experienced operator rather than a large agency team.
Keep in mind: The founder-led model has natural capacity limits; brands should confirm current availability and account load before committing.
13. SmartSites
Why they stand out: SmartSites is a full-service digital marketing agency covering PPC, SEO, web design, email, and social media, including Amazon advertising, with review credentials that are unusually deep for a generalist shop.
What to know:
- Clutch Premier Verified with 285+ reviews averaging 4.9 stars.
- Google Premier Partner status.
- Nine-time Inc. 5000 honoree.
Best fit for: Brands that want Amazon advertising managed alongside a broader digital marketing program rather than as a standalone specialty.
Keep in mind: Brands wanting an Amazon-only specialist with campaigns as the sole focus may prefer a dedicated marketplace agency over a multi-channel generalist.
How much does Amazon PPC management cost?
Amazon PPC agencies typically charge using one of three pricing models:
- Flat monthly retainer. A fixed fee regardless of ad spend. Typical range for boutique agencies: $1,500 to $5,000 per month. Full-service agencies managing larger accounts charge higher retainers.
- Percentage of ad spend. The agency takes a percentage (often 10% to 20%) of monthly ad spend. This model rewards spending more, not performing better.
- Hybrid. A smaller base retainer plus a percentage of spend or a performance bonus tied to TACoS or revenue targets.
The incentive problem with percentage-of-spend pricing is real. An agency paid 15% of ad spend earns more when the brand spends more, regardless of whether that spend is profitable. Flat or hybrid models tied to performance align the agency’s incentive with the brand’s.
Olifant Digital uses a flat retainer model: pricing starts at $2,000 per month, custom to catalog complexity, with no percentage-of-spend fees. Every engagement is backed by a 60-day money-back guarantee on management fees.
Frequently asked questions about Amazon PPC management
What does Amazon PPC management include for growing brands?
A typical scope includes campaign strategy and architecture, daily bid optimization, keyword and search term analysis, Sponsored Products and Sponsored Brands management, budget allocation, and reporting. Full-service agencies may also cover listing optimization, A+ Content, and Brand Store design.
How much does Amazon PPC management cost?
Boutique agencies typically charge $1,500 to $5,000 per month as a flat retainer. Full-service agencies with larger account loads charge higher fees. Percentage-of-spend models (10% to 20% of ad spend) are common, though flat or hybrid pricing aligns incentives better.
When should a growing brand hire a PPC agency instead of keeping it in-house?
Most brands reach the decision point when ad spend exceeds $10,000 per month, ACoS is climbing despite more effort, or the internal team lacks the bandwidth for daily optimization. An experienced agency can often pay for itself in efficiency gains.
What is a good ACoS or TACoS for Amazon?
ACoS (advertising cost of sale) measures ad spend as a percentage of ad-attributed revenue. TACoS measures ad spend as a percentage of total revenue, including organic. In H1 2026, the median US ACoS was 38% and the median TACoS was 15%. A “good” number depends on the brand’s margin structure and growth goals.
How long until results show from a new Amazon PPC agency?
Most agencies show measurable movement in ACoS or TACoS within 30 to 60 days. Significant revenue or profit improvements typically require 90 days as the agency restructures campaigns, harvests converting search terms, and adjusts bids based on real data.
Should brands choose flat fee or percentage-of-spend pricing?
Flat fee or hybrid pricing is generally preferable because it aligns the agency’s incentive with profitable growth rather than spending more. Percentage-of-spend models reward the agency for increasing ad budgets regardless of returns.
Features
What Is Next for Israel and Hezbollah?
By HENRY SREBRNIK During Operation Rising Lion in 2025, the Iranians discovered that the proxies they had built up for years failed to provide the assistance expected of them. Hezbollah, their most important ally, refrained from opening a front against Israel.
But in the current war, Hezbollah’s Secretary-General Naim Qassem responded to pressure from Tehran and carried out his threat to open fire on Israel. It sent tens of thousands of Israelis in the Galilee into shelters several times a day. This time Hezbollah proved effective. What now?
On June 26, after a series of five bilateral meetings hosted by the United States, representatives of the Israeli, Lebanese, and U.S. governments signed the Trilateral Framework Agreement, declaring their shared “ambition to end conflict between them, ensure the sovereignty and security of both countries, and establish peaceful neighborly relations between the two countries.”
Israel and Lebanon agreed to a framework which would include the disarming of Hezbollah, the phased withdrawal of Israel from areas conquered over the last three years of war, and the deployment of the Western supported Lebanese Armed Forces (LAF) to the areas evacuated by Israel. So far, three “pilot zones” have been established, in the areas of Faroun, Srifa and Zawtar al-Gharbiya. “It’s the beginning of the beginning. There’s a lot of work ahead,” U.S. Secretary of State Marco Rubio said after the signing ceremony. That’s an understatement!
Lebanon’s President Joseph Aoun, a Maronite Christian, made his first ever White House visit on July 21. The Washington meeting with President Donald Trump, the first for a Lebanese president since 2009, was meant to move forward on the project to sever Lebanon from Iran’s orbit, disarm Tehran’s proxy Hezbollah, and pave a way toward Lebanon-Israel peace.
Aoun recalled that the army’s collapse in 1975 led to the emergence of militia groups, a civil war and the Palestinian takeover of the country’s south, which was used to launch attacks on Israel.
But there remain legitimate doubts about Beirut’s willingness to follow through on promises to disarm and dismantle Hezbollah. The last round of such efforts in late 2025 failed. Lebanese leaders have promised to disarm Hezbollah multiple times over the past thirty-five years, without success. The United States has sent the LAF more than $3 billion in aid since 2006. And yet two decades later, Hezbollah is still armed and still on Israel’s northern border.
“America needs to support the LAF,” Aoun told Trump. “Without the LAF,” he continued, “everything will collapse.” And as he told a group after his meeting with Trump, the aid must be “immediate and unconditional.” Could the army plausibly disarm Hezbollah? Since 2022 Washington has been paying LAF salaries directly, yet there has been no change.
The LAF is generally thought to consist of about 50 per cent Shia Lebanese among its rank and file, and around 30 per cent in its officer corps. Such a force would split along sectarian lines were it to be deployed against Hezbollah. Until Hezbollah’s control over the Shiite community weakens, it remains unclear whether the army can perform the task.
Anyhow, eliminating Hezbollah is virtually impossible, because its very existence is just part of what makes Lebanon an ongoing failed state. Hezbollah is not merely a military organization. It is the product of a particular geopolitical environment, a particular historical experience, and a particular understanding of survival.
Over the past four decades, it has evolved into a political party, social welfare provider, military force and ideological movement deeply rooted in Lebanon’s Shia communities. While military action can weaken it, the social and political foundations that sustain Hezbollah are much harder to remove.
The people who demand Hezbollah’s disarmament often begin with an idealized image of Lebanon rather than the Lebanon that exists. They imagine a state capable of protecting all its citizens equally and defending its borders independently. That is very far from reality.
Modern Lebanon was constructed around a delicate sectarian formula that sought to balance competing communities rather than forge a single national project. Lebanon’s sectarian power-sharing arrangement was formed under the National Pact of 1943 and the Taif Agreement of 1989. Different factions cultivated different external patrons, be they France, Iran, Saudi Arabia, or Syria. Political identity often became intertwined with foreign sponsorship and external alliances. The result was a state that never succeeded in creating a unified national consciousness.
For much of the country’s history, the Shia Muslims were widely regarded as the country’s most politically and economically marginalized community. They were often viewed with suspicion by the authorities and lacked the institutional recognition enjoyed by other religious communities.
So, for the Shia population, Hezbollah is not merely a political party or an armed movement. It is an insurance policy against annihilation. The Shia community in Lebanon looks around the region today and sees opponents everywhere — not just Israel, but Sunni Muslim militants ruling Syria, Turkey, Jordan, and Saudi Arabia as well – states that consider Shia Islam a heresy to be extinguished. (Lebanon’s own Sunnis also fit that description.) Under such conditions, disarmament begins to look like suicide.
President Donald Trump’s suggestion that Syria might get involved in Lebanon again is ridiculous. Any Syrian intervention under its new Sunni rulers would allow Hezbollah to claim credibly that Lebanon faces a new external threat. Whereas many Lebanese question Hezbollah’s claims that it is protecting Lebanon from Israel, there would likely be greater agreement that a Syrian incursion merits resistance. Many Lebanese would view it through the lens of Syria’s 29-year occupation of Lebanon, fuelling concerns about a return of Syrian influence over the country.
Since the fall of the Assad regime, Hezbollah has portrayed the new government in Damascus as a jihadi organization that seeks to carry out sectarian massacres against the Shias. This has actually increased Hezbollah’s legitimacy within its own support base – those who already view Hezbollah as a resistance movement that seeks to fight against any external actor.
Nonetheless, in the recent conflict Israel has significantly weakened Hezbollah. The organization since the Gaza war began has lost most of its long-range and heavy missiles, and about 8,000 of its fighters and commanders have been killed, out of roughly 30,000.
But Hezbollah has not been decisively defeated, nor will it be. The problem is that when a state is faced with an armed force on its soil that doesn’t want to disarm, the usual recourse available to the state is coercion. The Lebanese state has neither the will nor capacity to do so and is no longer sovereign, in any meaningful sense.
As long as the conditions that created Hezbollah remain intact, the expectation that it will voluntarily surrender its weapons will remain a fantasy. It is up to Israel alone to keep Hezbollah north of the Litani River, where the group’s short-distance missiles and drones cannot reach Israel’s population centres.
Henry Srebrnik is a professor emeritus of political science at the University of Prince Edward Island.
Features
WINNIPEG EMPLOYERS SHOULD USE AI TO TRAIN, NOT JUST TRIM
By Dr. GLEB TSIPURSKY Generative AI has already entered everyday Canadian work. Statistics Canada reported that 35.9% of workers used generative AI in the previous 12 months. For Winnipeg employers, the important question is no longer whether staff will use these tools. The more consequential question is what kind of workforce employers will build while they use them.
An updated Stanford University analysis found employment among workers ages 22 to 25 in AI-exposed occupations 19% below where it would be had it kept pace with less-exposed peers, with the gap widening over time. That trend should concern Winnipeg employers because the work most exposed to automation often overlaps with the work through which beginners develop professional judgment.
Entry-level employees do more than produce first drafts, conduct basic research, summarize information, prepare routine analyses, or handle standard customer questions. Those tasks are also training. Repetition teaches people what good work looks like, where common mistakes appear, when a situation is routine, and when something unusual requires escalation.
If employers simply remove that work, they may save time today while weakening the pipeline of people capable of handling harder work tomorrow. A firm can automate a junior task quickly. Rebuilding several years of missing experience later is much harder.
The better approach is to redesign entry-level work around AI-assisted apprenticeship. New employees can use AI to produce a first draft, but they should also verify the output against reliable sources. They can use AI to summarize a customer issue, but they should explain which facts matter and what remains uncertain. They can use AI to analyze routine information, but they should flag exceptions and bring consequential decisions to experienced colleagues.
That changes the role of junior employees without eliminating the learning built into the role. Instead of rewarding people for producing routine work manually, employers can reward them for checking AI output, spotting edge cases, asking better questions, and knowing when human judgment is required.
Managers also need to change how they supervise. If a junior employee submits an AI-assisted answer, the manager should ask how the employee verified it, what assumptions the system made, what could go wrong, and what would cause the employee to escalate the issue. Those questions turn AI use into a training process rather than a shortcut around learning.
Winnipeg’s small and mid-sized employers may be especially well positioned to take this approach. They often cannot afford to separate technology adoption, training, and talent development into different departments. The same manager who wants more productivity today also needs capable employees next year. That makes it practical to connect AI use directly to coaching and skill development.
Employers should also resist measuring AI adoption only by time saved or tasks completed. Those metrics matter, but they can hide whether the organization is developing stronger judgment. A more useful set of questions is whether employees are catching more errors, escalating the right exceptions, becoming more independent over time, and learning which decisions should remain human-led.
None of this requires employers to preserve every old task exactly as it was. Some routine work should disappear. The goal should be to preserve the learning function, not the old workflow. If AI removes one form of repetition, employers should deliberately replace it with another way for junior staff to practice, receive feedback, and encounter progressively harder decisions.
Winnipeg businesses can gain real productivity from AI without turning entry-level work into a dead end. The strongest employers will use AI to accelerate the development of beginners rather than treating beginners as the easiest cost to remove. That approach can improve productivity now while still producing the experienced professionals Winnipeg will need in the years ahead.
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Adapted from: The Psychology of AI Adoption at Work: From Resistance to Results (Georgetown University Press, 2026). https://disasteravoidanceexperts.com/aibook
Dr. Gleb Tsipursky, a behavioral scientist called the “Office Whisperer” by The New York Times, helps tech-forward leaders stop overpaying for AI while boosting engagement and innovation. He serves as the CEO of the AI consultancy Disaster Avoidance Experts, and wrote eight books, including The Psychology of AI Adoption at Work: From Resistance to Results (Georgetown University Press, 2026).
