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.

By BERNIE BELLAN (August 25, 2026) This story was originally posted to this website on July 17. At the time I was hoping that all the negative publicity this story would have generated for the Hamilton Hebrew Academy and the Hamilton Jewish Federation would have led the school to back off its awful position of refusing to admit 2 young Jewish girls into the school this coming fall for the simple reason their mother had a Conservative conversion to Judaism, not an Orthodox one. I had also hoped that it might lead to the Hamilton Jewish Federation – which provides a great deal of financial support to the school – to intervene and try to knock some common sense into the dean of HHA – who also happens to be a rabbi.

While the school has not budged from its position of refusing to admit 2 Jewish students, apparently there has been a more conciliatory response from the new CEO of the Hamilton Jewish Federation – but still not enough to sway the very stubborn dean of Hamilton Hebrew Academy, Rabbi Daniel Green.

I am told though that Rabbi Green is incensed at the negative publicity the original story has caused. You would think the embarrassment a story like this would have caused would haveled him to back down from his position – but no – so far nothing has changed. I had removed this story from this website for one week in the hope that removing it might lead to some behind the scenes rapprochement between Rabbi Green and the family that has been so unfairly treated. And, while this story was also published in the print Jewish Post, both the Hamilton Jewish News and even the Canadian Jewish News didn’t bother to report it. I’m not sure what that says about both publications. I wouldn’t have expected much from the Hamilton Jewish News; it’s owned by the Hamilton Jewish Federation so it’s no surprise it wouldn’t even want to delve into this story – but the CJN?

It’s baffling why a publication that was willing to go so hard after as important an organization as the Jewish National Fund when the CRA removed the JNF’s charitable status would choose not to do a story about a Jewish school that won’t admit two Jewish students on the grounds their mother didn’t have an Orthodox conversion. (By the way another mother who also didn’t undergo an Orthodox conversion was told her son could be admitted to the school. Why the double standard, Rabbi Green? Oh, I forgot: You said you wouldn’t comment on this story any further.)

Shame on Rabbi Green, the Hamilton Hebrew Academy board – and the Hamilton Jewish Federation if it too refuses to budge from its position of refusing to get involved in this deplorable situation. The position you have taken is totally antithetical to everything I have been taught about “Derech Eretz” and how to lead a proper Jewish life.

Here is the original story – posted July 14:

From time to time we receive a request to do an investigative piece about one matter or another. Before I even begin to entertain following up on that type of request I pose quite a few questions to the person or persons who sent me the request. I also send copies of whatever it is that I might consider publishing to subjects of the story for them to comment prior to its publication.

Recently I was contacted by a former member of our Winnipeg Jewish community by the name of Fabio Chusyd, who now lives in Hamilton with his wife, Soraya, and their two daughters (whose names will not be given here.)

Fabio Chusyd first contacted me on July 7. Here is what he wrote in an email:

“My name is Fabio Chusyd. We met years ago while I was living in Winnipeg, and I have always respected your work. My family and I are active members of the Jewish community in Hamilton.

“Hamilton Hebrew Academy is the only full-time Jewish day school in Hamilton. It shares its premises with Adas Israel Congregation, an Orthodox synagogue, and its Dean is Rabbi Daniel Green.

“At the same time, its mission states that it is “dedicated to fostering an inclusive learning environment that welcomes and embraces children and their families from diverse Jewish affiliations and backgrounds.”

“Our daughters, (names redacted) have experienced antisemitism in the public school system, which is why we sought a safe Jewish educational environment. They have received Jewish education at home and through Temple Anshe Sholom. …. also previously attended HHA’s daycare, where Saraya’s Conservative conversion was known and accepted. The girls were invited to visit the school, met the teachers, toured the classrooms, and naturally became excited about attending. They were then ultimately denied admission.

“After two meetings with Rabbi Green much of the discussion focused on Saraya’s Conservative conversion and our willingness to pursue an Orthodox conversion path. Shortly afterward, our daughters were denied admission.

“I lawfully recorded both meetings under Ontario’s one-party consent law. We later submitted six written questions seeking clarification of the decision, but the school declined to answer any of them, stating only that it had nothing further to add.

“The Hamilton Jewish News declined to publish our family’s response, which is why I am reaching out to you.”

I responded to Fabio and asked him whether he might consider trying to contact the Canadian Jewish News and ask them to do a story about his family’s situation – since the CJN website is by far the most important Jewish website in Canada, also Hamilton is only a short distance from Toronto, so it made more sense to try to get the CJN to cover the story.

Fabio wrote back: “Following your suggestion, I have also reached out to the Canadian Jewish News. I wanted to let you know out of courtesy.”

In a later email Fabio elaborated on the Hamilton Jewish News’ refusal to do a story about what had happened to his family. Further, the Hamilton Jewish Federation had also refused to intervene in the situation. By the way, the Hamilton Jewish News is run by the Hamilton Jewish Federation.

I found that all so surprising. And yet, while Hamilton is far removed from Winnipeg physically, a fair number of former members of Winnipeg’s Jewish community have moved to Hamilton in recent years. Hamilton now has a Jewish population over 5,000 and it has become a popular alternative destination for families looking for a cheaper place to live than Toronto. I was quite surprised that both the Hamilton Jewish Times and the Hamilton Jewish Federation had refused to delve into what had happened to the Chusyds. So, I told Fabio that I would be willing to write an article, but only after a thorough investigation of what had happened.

Hamilton actually has two Jewish day schools: the aforementioned Hamilton Hebrew Academy and a school called Kehila Heschel School. Hamilton Hebrew Academy offers classes from JK- Grade 8 (It also may be adding a Grade 9 this coming year.) and has approximately 200 students. On its website HHA describes itself as “dedicated to fostering an inclusive learning environment that welcomes and embraces children and families from diverse Jewish backgrounds.”

There is another important aspect to Hamilton Hebrew Academy. It is directly connected – both physically and spiritually, to Hamilton’s Orthodox synagogue, the Adas Israel. Here is what I was able to find about that connection: “The Hamilton Hebrew Academy (located at 60 Dow Ave) is located adjacent to and was founded by the Adas Israel Congregation (located at 125 Cline Ave S).

“The Orthodox synagogue established the school decades ago to serve the community, and they often share leadership; for instance, the spiritual leader of Adas Israel serves as the Dean of the academy.” (That last point is key to understanding what has happened to the family in this story.)

The other Jewish school in Hamilton, Kehila Heschel School, bills itself as an “independent, egalitarian, community school that welcomes families from the full spectrum of Jewish life” but, as was previously noted, it had only 35 students this past year, according to Fabio Chusyd.

One other point of interest from a Winnipeg perspective: The CEO of Hamilton’s Jewish Federation (until he retired in April) was Gustavo Rymberg. Like the Chusyds, Gustavo and his family first moved to Winnipeg after having emigrated from South America in the early 2000s. I wonder how Gustavo would have reacted to what has happened to the Chusyds? By the way, the new CEO of the Hamilton Jewish Federation, Marion Zeller, does not take over her role until August 10, 2026.

In a subsequent email, Fabio Chusyd elaborated on what happened after the family had been invited to visit Hamilton Hebrew Academy:

“What happened is that they invited the girls to visit the school, they were welcomed by students and the principal – who happens to be a rabbi as well.

“We explain (to)…- the rabbi of the synagogue (who is also) dean of the school that we are happy at the reform synagogue. But he made it mandatory to join the orthodox synagogue with openess to a future orthodox conversion.”

Fabio Chusyd recorded two conversations Rabbi Green had with Fabio and Soraya Chusyd. Fabio sent me transcripts of both conversations – one recorded on June 26 and one on July 2. In both conversations Rabbi Green hinted quite strongly – without ever spelling it out as a direct stipulation, that in order for the Chusyds’ daughters to be allowed to enrol in HHA, Soraya Chusyd would have to undergo an Orthodox conversion and the Chusyds would have to join Adas Israel Congregation.

On July 6 the father received a Whatsapp message from Rabbi Green:

“Hi Fabio,

“I just wanted to give you a headsup. Kym (Gazda, the director of admissions for HHA) will be sending an official email from the school. Based on our conversations, I don’t think the school is the right fit at this time. If you have a change of heart, pls let me know. Wishing you much success.”

That ‘change of heart” apparently referred to Soraya’s reluctance to undergo an Orthodox conversion. In a subsequent email Fabio Chusyd explained that his wife did not want to go through another conversion process after having been converted by a Conservative rabbi in South America. Further, the couple was reluctant to leave their Reform congregation and join the Orthodox Adas Israel congregation, which also seemed to be a prerequisite to their daughters’ being able to enrol in Hamilton Hebrew Academy

Just as Rabbi Green’s email was opaque, the email from the director of admissions was equally opaque in not offering a specific reason for the school’s refusal to admit the Chusyds’ two girls this coming school year. Here is what Kym Gazda wrote in an email on July 7:

“Dear Mr. and Mrs. Chusyd,

“Thank you for your interest in Hamilton Hebrew Academy and for taking the time to meet with us.

“Upon careful consideration, and based on the information provided, we are unfortunately unable to accept …. to the HHA for the 2026–2027 academic year.

“Should anything change, please feel free to let us know, and we would be happy to reconsider your application at that time.

“We wish you and your family all the best.”

I received a further email from Fabio Chusyd, in which he reprinted the Hamilton Jewish News’ editor, Wendy Schneider’s response, also dated July 7, to his request that the paper consider doing a story about what happened to him and his family:

“Dear Mr Chusyd Thank you for this note. I appreciate how deeply upsetting and frustrating this is for you.  As I explained yesterday, at this time, I feel I cannot act without advice from the Federation CEO because of the nature of your complaint i.e. a local issue. I sincerely hope this issue is resolved to your satisfaction. Unfortunately, for now, there’s nothing I can do at this point to help ease your distress. “

In response, Fabio Chusyd wrote to Wendy Schneider:

“Thank you for your time on the phone yesterday and for your supportive words.

“However, several years ago, you published a letter titled “Censorship Has No Place in Our Community.” Yet by not allowing me to use the online letters section, you are effectively censoring my voice.

“The slogan of the Hamilton Jewish News is “The Voice of Jewish Hamilton.” By refusing to publish or even accept my letter, you are silencing a member of the very community the publication exists to serve.

“How does this decision align with the principles of free expression and with the mission of your newspaper?”

This was all so puzzling. Here we have a case of a couple with two young children whom they would like to attend a Hamilton Jewish school – and the school simply turns them down flat – without any explanation beyond saying the “school is not the right fit at this time.” It seems clear though that the mother’s refusal to undergo an Orthodox conversion and the parents’ unwillingness to join the Adas Israel Congregation were key to the school’s decision not to accept the couple’s children as students this coming school year.

Now, ordinarily, one might expect that after receiving a slap in the face like that, the parents of the girls would simply say they’ve had enough of that – and resign themselves to sending their daughters back to public school.

But, when I asked Fabio Chusyd why he and his wife were so eager to send their daughters to HHA – or whether they had perhaps considered sending their daughters to Kehila Heschel School , here is what Fabio wrote back:

“We did consider Kehila Heschel School. We visited a few years ago, but with only about 35 students in the entire school, we didn’t feel it was the right fit for our girls. For us, school also means exposure to a larger group of children and a broader social environment. HHA has over 200 students. Also HHA appears to be opening a Grade 9, so I am thinking long-term. 

“… is going into Grade 4 and … into Grade 2. As a family of immigrants without an extended support network here, we felt it was important for both girls to attend the same school.

“And then we had moved them out of HHA daycare because our local public school is only five minutes from our home.

“Oct. 7 happened, antisemitism reappeared, and the girls were victims. Hence, HHA that call themselves open to all Jewish affiliations seemed to be the safe spot. Rabbi Green and Kim Gayza were told that the girls had been victims of antisemitism. Mainly …, who gave Hanukkah goodie bags last year and her classmates ripped it, spitted on it and throw them in the garbage, while saying offences.”

There is another factor that one might consider in this entire matter. According to its own annual report, the Hamilton Jewish Federation provided $289,000 in funding for the Hamilton Hebrew Academy for the fiscal year ending June 30, 2025, so the HHA is hardly operating independently of the Hamilton Jewish Federation.

It may not be the place of the publisher of a Winnipeg website that focuses to a large extent on the Winnipeg Jewish community to poke into the affairs of another Jewish community such as Hamilton’s, but where that community’s Jewish newspaper refuses to delve into what appears to be a clear case of wrongdoing by a Jewish institution and, as of writing this, the Hamilton Jewish Federation has also refused to intervene in this matter, then we thought it an important enough issue to broach on this website.

We contacted both Hamilton Hebrew Academy and the Hamilton Jewish Federation, offering them an opportunity to respond to this article prior to its being published.

On July 21, we received a response from Rabbi Green:

“Hamilton Hebrew Academy’s inclusive character and the diversity of its parent and student body are well known throughout the community. Our families include individuals from a wide range of Jewish backgrounds, including converts of all denominations, and many who are not Jewish whatsoever.  The school is family-oriented, where we strive to be on a journey of growth togther. (emphasis mine)

“Through Project Lifeline, HHA has also taken a leading role in supporting children who experience antisemitism in public schools, particularly those who may be the only Jewish student in their school or community. For this purpose, we operate transportation routes serving students from Niagara, Kitchener-Waterloo, and other communities outside Hamilton, and provide free bus service and often tuition.  This project, I believe, is unprecedented in North America and speaks to the proactive nature of our school in supporting Jewish students at risk. “

I responded to the rabbi:

“With all due respect Rabbi, your email here would seem to directly contradict how you behaved with respect to the Chusyd family. If there is some reason that you have turned down the two Chusyd girls for enrolment in your school – but you are not at liberty to discuss that reason, then I could include that in what I publish.

“But – as it stands, the only reason that I have seen in your correspondence with the Chusyds. is that you don’t think it would be “a good fit” for the Chusyd children to attend HHA.

“I am going to give you every opportunity to explain what you meant by writing that, but I would suggest your latest response is somewhat disingenuous.”

The rabbi responded:

“As I mentioned, I am not at liberty to discuss the admission decision of any specific child or family. “

Also in an email sent to Fabio Chusyd on July 21, Rabbi Green wrote:

“Our position remains unchanged. As previously indicated, Hamilton Hebrew Academy will not engage in public discussion regarding the admission of any individual applicant or family. We have nothing further to add on this matter.”

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.