Mirakl provided the technology and seller network required for companies like Macy's, Best Buy, Walmart, Siemens, or Carrefour to simply design, launch, and administer a marketplace that included products from third-party sellers. What began as a basic business idea in 2012 had grown into a thriving venture ten years later. Mirakl expected to grow its $100 million revenue by fivefold during the next five years. But how was this to be accomplished? Mirakl had previously prioritized the development of solutions for marketplace operators, the "Macy's of the world". It was now working on a new solution, Mirakl Connect, with the goal of becoming the premier destination for third-party sellers. But, how should Mirakl monetize these services? Should they charge for them, and if so, to whom? Should Mirakl explore adjacent opportunities, such as financial services, fulfillment, or advertising? Finally, should Mirakl expand its services to marketplaces outside the Mirakl ecosystem?