We built our own brand here first.
IRELIO is ours. Same suppliers, same warehouse, same ad accounts, same platform rules. The board below is our own operation, not client work.
IRELIO, as it runs.
A periodic snapshot taken from our own Shopify and marketplace dashboards, updated by hand. Not a live feed — we would rather publish a figure we've checked than a number that moves while you watch it.
Performance overview
Rolling 30 days Updated —Channel split
Share of orders in the period
Top products
By units shipped
Orders across Indonesia
Where the boxes go. Hover a city for its share of the period.
IRELIO isn't the only one.
We hold the same suppliers, warehouse, and marketplace playbook across a small portfolio of brands — one of them ours, the others we manage. Different categories, same operating discipline.
Home and travel gadgets
Our flagship — the operation shown on the board above.
Skincare and beauty essentials
A brand we manage end to end — sourcing, stock, and storefronts across the same marketplaces.
Fashion and apparel
A fashion and apparel brand we run end to end — sourcing, sizing, and seasonal collections across the same marketplace stack.
We would rather show you our own storefront than a wall of logos.
Instead of testimonials we have not yet earned, here is what you can check yourself.
A live store you can open
IRELIO's marketplace storefronts are public. Ratings, review counts, and order history are visible to anyone. Nobody can fake a storefront.
A real entity
Lana Brothers LLP, registered in Singapore. UEN available on request, and on every proposal and invoice.
Documented, not summarised
We publish process — what the problem was, what we tried, what we would do differently. Client case studies land here as they finish.
"I'd been reading about this for a year. The difference was someone telling me which product not to pick."
"We'd tried entering through a distributor twice. This was the first time anyone showed us the landed cost before we committed."
We are early. These are from our first engagements, and we will name them as each one agrees to be named.
What running it ourselves actually taught us.
The problems
- Stock sitting far from where the buyers were, pushing delivery times past what buyers accept
- Marketplace courier requirements driving cancellations we did not control
- Duty and inbound freight turning a workable factory price into an unworkable landed cost
- Catalogue drift between the store and the marketplaces once SKU count grew
What we changed
- Moved inventory into our own warehouse in Tangerang
- Built our own courier and duties-paid delivery path, so the promise at checkout is one we control
- Modelled landed cost per SKU before reorder, not after
- Ran every channel from a single catalogue so pricing and stock stay in step
Three things the board above doesn't fully explain.
We publish process, not just numbers: what the problem was, what we tried, what we did about it.
Cancellation rate, before and after
Marketplace-assigned couriers were driving cancellations we didn't control. Moving fulfilment into our own Tangerang warehouse fixed it — full numbers in this month's field note.
Revenue, week over week
Weekly GMV has grown from Rp 58.000.000 to Rp 104.000.000 over the last 12 weeks — every week's number is on the board above, not cherry-picked.
Less dependent on marketplaces
Own-store now accounts for 43% of orders. The channel split above shows the shift, quarter by quarter.
Check the storefront, then come and ask about yours.
Thirty minutes, free, with the person who would run your account. Bring numbers if you have them.