Overview

If you’re an Amazon agency professional eyeing international expansion and sustainable marketplace growth, there’s much to learn from Remazing – one of Europe’s top Amazon marketplace agencies. In this Marketplace Masters webinar, Filip Egert (Managing Director of Remazing) shared how his team scaled from a small startup to 110+ staff across five countries. The conversation uncovered practical strategies on leadership, technology, global operations, and culture that any ambitious Amazon agency can apply. This blog distills Filip’s key insights into a thought leadership narrative on scaling an Amazon-focused agency into a global success story.

Beyond the Basics: A Hybrid Agency Model that Scales

Filip Egert emphasises that Remazing isn’t a typical agency – it’s both a full-service Amazon agency and a software provider.

“We are an agency, yes, for sure… but also a tool provider, a SaaS company. I think this is what makes us quite special,”

says Egert. From day one, Remazing differentiated itself by combining hands-on marketplace services with its own proprietary platform (Remdash). This hybrid agency model – blending agency services and SaaS technology – became a powerful engine for scale. It created unique value for clients and internal efficiencies that set Remazing apart from competitors.

Early on, Remazing built a reputation by writing e-commerce success stories for brands across Europe. Founded in 2016, the agency initially focused on Amazon content optimisation and SEO, but quickly expanded into advertising, retail operations, and more as Amazon’s ecosystem grew. Crucially, Remazing developed Remdash (its in-house software) to automate and streamline tasks, from content management to KPI monitoring. This investment in technology paid off: Remazing can consistently deliver high-quality results at scale by supporting each service with efficient software workflows. Egert notes that many Amazon agencies hit a ceiling around 20–30 people because their processes don’t scale. Remazing broke through that ceiling by leveraging tech and a broader vision:

“If you don’t have software backing up your workflows… there’s a breaking point eventually.” — Filip Egert

In practice, Remazing focused its tech investments where they could gain a competitive edge. For example, Remdash was designed to provide data points and insights that standard tools didn’t offer, giving global brands richer analytics for their marketplace performance. Meanwhile, for areas like Amazon PPC and DSP advertising, Remazing chose to partner with best-in-class external software rather than build from scratch. This strategic approach to an agency technology stack – build what delivers unique value, integrate what’s already world-class – helped Remazing stay agile and data-driven without reinventing every wheel. The result is a tech-enabled agency platform that scales services efficiently while driving marketplace growth for clients.

Leadership Structure that Empowers Growth

No agency can scale without empowering leadership beyond the founders. As Egert observes, an owner can personally manage maybe 10 team members – but beyond that, you must delegate and trust others in leadership roles. For Remazing, a critical success factor was hiring and developing strong team leads in various departments and regions, then giving them autonomy within a clear framework.

Egert describes a philosophy of guided freedom: set up standardised workflows and guidelines, then let team leaders execute in their own style.

“We provide a really well-working frame – clear guidelines, automated workflows – but within this, our team leads have a lot of freedom to manage their teams as they think is right,”

he explains. By trusting the right people and avoiding micromanagement, Remazing unlocked the full passion and initiative of its leadership team. “If you trust people, they come back with amazing input and passion. That worked really well for us,” Egert says, crediting Remazing’s early growth to talented people who “invested their full heart” in the vision.

At the same time, Remazing’s founders didn’t adopt a completely hands-off approach. They maintained open lines of communication and support for their leaders. Egert notes the importance of finding a balance – giving leaders room to grow and develop their own leadership styles, but being ready to step in as a “sparring partner” when challenges arise. Regular check-ins, an open-door policy, and availability during high-pressure periods (like Q4 holiday season) ensured that mid-level managers felt supported rather than isolated. This combination of autonomy and backup created a resilient leadership structure. Remazing’s team leads can make decisions quickly in their domains, yet they know higher management will roll up sleeves to solve problems together if needed – a critical dynamic for sustainable scale.

Culturally, Remazing also benefited from some “luck” in attracting great talent early on. But the clear lesson for agencies is to hire for alignment with your vision and culture. Those early hires who believed in Remazing’s mission became champions that propelled the agency forward. For agencies aiming to scale, investing in people – not just tools – is non-negotiable. That means identifying potential leaders who not only have the skills but also embrace the agency’s values and ambitions. With a strong leadership bench and a culture of trust, an agency can grow far beyond the founder-centric stage.

Pan-European Expansion: Going Global from Day One

One of the most illuminating insights from Remazing’s journey is the power of international expansion as a growth catalyst. Many agencies start in one country and only later consider going abroad, but Remazing took a different path. “From day one, we did it on a PAN-EU level,” Egert says. In fact, Remazing’s very first client engagement required supporting a U.S. brand across multiple European Amazon marketplaces, which “forced” the young agency to operate internationally from the start. This early multi-market experience became a cornerstone of Remazing’s success. By establishing capabilities in multiple countries (language skills, local marketplace knowledge, on-the-ground teams), Remazing positioned itself as a one-stop shop for brands expanding across Europe.

Today, Remazing has its headquarters in Hamburg with major teams in London, Paris, Turin, and Barcelona, serving clients in 15+ marketplaces, including the US. Egert believes this geographic reach is a key reason Remazing could grow past the typical 30-person barrier. “At one point it gets tough if you only have one team in one market,” he notes. Brands that start in, say, France or the UK eventually want to conquer Germany, Spain, Italy, etc. If your agency can seamlessly take them into new markets, you’ll retain and expand those clients. If not, you risk losing them to partners who can. Cross-border e-commerce expertise thus becomes a competitive advantage.

For agencies eyeing global growth, Remazing’s approach offers a template. Rather than waiting to be ready to internationalise, building an international mindset early can pay dividends. This might mean hiring multi-lingual staff, opening a small outpost or partnership in a second country, or at least training your team on how to navigate different Amazon locales. Even for U.S.-based agencies, the ability to coordinate across North America, Europe, or emerging markets in Asia can set you apart as brands increasingly pursue global marketplace expansion. As Egert observed, when an agency without international capacity has to tell a client “we’ll find a local partner” for a new region, it introduces friction. Agencies that can say “yes, we handle that in-house” have a much smoother growth path with their clients.

Operational Excellence Through Processes and Collaboration

Scaling an agency isn’t just about winning bigger clients – it’s about executing consistently as your operations become more complex. Remazing tackled this with a mix of standardized processes, internal training, and cross-functional collaboration tools. A prime example is Remazing’s internal Amazon knowledge wiki and Academy. As Egert shares, the company built an internal wiki over the years, which started as an “Amazon Academy” to train new employees.

Every time there’s a new learning or best practice (say, Amazon policy changes or a successful experiment), the team records a video or document for the wiki. This ensures that knowledge is shared company-wide, not siloed. A content specialist in Paris can learn from a case study the advertising team in Hamburg encountered, and vice versa. The wiki, along with regular internal training sessions, keeps everyone up-to-date and speaking the same language, so to speak.

Another practice Remazing uses is workflow standardisation via tools. The agency’s proprietary platform Remdash enforces many standard processes (e.g. content updates, daily listing checks) uniformly across all markets. By plugging all teams into one system, Remazing makes sure “the person in Barcelona and the person in Italy deliver to the same quality and standard” as expected. Egert notes that having clearly defined, accessible workflows is key to maintaining quality at scale. When tasks are done through a central system and methodology, clients get a consistent experience even as the agency grows and new staff are onboarded.

“We built an internal wiki and Amazon Academy to train our people… we share learnings so people around the world can access the knowledge in one hub.” — Filip Egert

Just as important are the “soft” elements of collaboration – culture and communication. Remazing places huge emphasis on keeping a cohesive culture despite offices in different countries. Egert highlights the need to be intentional about communication across locations and teams. For instance, Remazing uses an employee feedback platform to continuously gauge team happiness and identify any pain points. “We continuously measure the happiness and feedback of our teams… people can share anonymously and we make sure to get any hurdles out of the way,” says Egert. This real-time pulse on morale helps leadership address issues before they fester – be it workload problems, resource needs, or interpersonal friction.

Remazing also invests in bringing teams together physically. In the webinar, Egert described how they organise company-wide offsite events multiple times per year. Flying everyone to one place for a few days of workshops and fun goes a long way to create personal bonds across the global team.

“We want to create the feeling that even if we’re in several regions, we’re all pulling the same string,”

he says. These efforts in culture-building – regular all-hands calls, multi-country project teams, offsites, and a spirit of transparency – result in cross-functional collaboration that is greater than the sum of its parts. An agency that shares knowledge openly and aligns on values can scale much more gracefully, because everyone is working in concert rather than in silos.

Smart Scaling Strategies: Funding and Focus

While organic growth got Remazing far, at a certain point, external support became beneficial. In 2022, Remazing took on private equity investment from IK Partners. This move wasn’t about survival – Remazing had been 100% bootstrapped for six years – but about accelerating the next phase of scale. Egert’s perspective on funding is pragmatic: if you have ambitions to build significant technology or expand globally, partnering with an investor can make sense.

“Tech development has a certain price… a financial partner lets you take bigger steps and invest more heavily in tech,”

he notes. The capital infusion allowed Remazing to hire more engineers, refine Remdash, and even explore acquisitions (such as absorbing another agency to expand services). Just as importantly, IK Partners brought strategic guidance and experience. They had seen other agencies and tech firms scale, and could advise Remazing’s leadership on decisions and introduce best practices. For agencies with product aspirations or aggressive growth targets, outside investment can be a valuable tool – provided you find a partner aligned with your vision.

Another strategic choice Remazing made was to focus on what it does best. It resisted the temptation to chase every shiny object or service line. Egert mentioned that Remazing’s ambition is to be “the highest quality partner” in every area it covers. That means sometimes saying no to things outside its wheelhouse, or sunsetting offerings that don’t meet its high bar. For example, Remazing primarily sticks to marketplaces and retail media – it’s not trying to be a generalist digital agency doing D2C site development or TikTok influencer management (though it partners with specialists as needed). This disciplined focus ensures that as Remazing scales, it deepens expertise rather than diluting it. Agencies looking to grow should similarly evaluate what they want to be known for – and excel at those services across all markets, rather than overstretching. In an industry as dynamic as Amazon commerce, specialisation can be a strength.

Finally, Remazing’s hybrid model itself is a strategic differentiator that agencies globally might consider. By productizing some of its knowledge into a SaaS platform, Remazing unlocked a new revenue stream and a stickiness with clients. Many agencies contemplate building their own tools; Egert’s advice is to do it for the right reasons. Remazing’s SaaS journey was organic – “we were really forced to build our own solutions because there was not much out there… we solved our own pain points” – and only later turned it into a client-facing product. If you decide to develop software as an agency, ensure it’s grounded in real operational needs and advantages for your clients, not just because it’s trendy. When done right, a tech platform can amplify your agency’s impact and valuation. Remazing even won industry recognition for Remdash as a SaaS innovation, showing that an agency can evolve into a tech-enabled service provider without losing its core identity.

Conclusion: Adapting Remazing’s Model for Global Success

Remazing’s story showcases what it takes to become a leading Amazon marketplace agency on a global stage: vision, the right people, process discipline, strategic tech, and courage to expand borders. By combining full-service agency expertise with a robust technology stack, by fostering a culture that transcends geography, and by positioning itself as a partner to brands in every major marketplace, Remazing built a model that is now expanding beyond Europe. Its experience offers a playbook for agencies everywhere – whether you’re in North America, Asia-Pacific or elsewhere – on how to scale your operations and client impact sustainably.

Key takeaways for agencies aiming to scale their Amazon marketplace services include: invest early in tools or systems that boost efficiency, don’t be afraid to go international (even if it’s just one new market at a time), empower leaders and standardize training to maintain quality, and focus on your strengths while leveraging partnerships for the rest. As Filip Egert’s journey illustrates, scaling an agency is equal parts hard infrastructure and soft leadership. You need the dashboards and data workflows, but you also need the team camaraderie and trust. Get both right, and your agency can break through growth plateaus and thrive globally in the fast-growing world of e-commerce marketplaces.

To dive deeper into these scaling strategies, be sure to watch the full webinar episode in the Marketplace Masters on-demand library. Filip Egert’s firsthand stories and additional audience Q&A provide even more nuance to Remazing’s success. And if you’re looking to supercharge your own agency’s performance, consider exploring how MerchantSpring’s analytics platform can help. Watch the webinar on demand and book a demo with MerchantSpring to discover how advanced marketplace analytics and reporting can empower your agency’s next stage of growth.