Chewy, Inc.: CEO History

The revenue engine breaks down into four primary streams. The advertising ratio is notably efficient for e-commerce: Amazon spends approximately 8% of revenue on marketing, while Wayfair spends 10-12%. Four of ten CVC visitors are net new to Chewy, making clinics a dual revenue and customer acquisition engine. Chewy sent more than 10 million handwritten condolence cards to customers who lost pets. Each card costs roughly $3 to produce. That practice, more than any logistics metric, explains why Chewy's Autoship program retained customers at rates that defy normal e-commerce churn. That makes it the largest pure-play online pet retailer in the United States. The catalog spans approximately 130,000 products. Active customers reached 21.3 million. The Autoship program is the architecture underneath that loyalty. Customers set recurring delivery schedules for food, medication, and supplies. The psychological friction of canceling a recurring order is higher than the friction of starting one. Chewy designed every part of the customer experience around that asymmetry. Chewy Vet Care clinics are the newest multiplier. A customer who visits a Chewy veterinary clinic and converts to the platform generates approximately $900 in Net Sales Per Active Customer in year one — two to five times the NSPAC of a typical Chewy.com customer. Strip those out and the underlying cash generation looks considerably stronger. Customers who establish Autoship schedules have materially lower churn than transactional buyers. The average Autoship customer spends more, returns less product, and contacts customer service about deliveries rather than complaints. Active customer count reached 21.3 million in FY2025. That's a maturing cohort dynamic, not a distress signal. Chewy Vet Care economics change the long-term model. The clinic network is still small, but the unit economics justify continued expansion. January 2011. Pet food was a category dominated by PetSmart and Petco physical stores. Amazon was selling it, but without specialization. The gap was service, not product. The early operation was scrappy. No algorithm generates those cards — actual employees write them. Cohen cold-called pet food vendors to convince them to carry inventory through an online-only channel with no track record.