Real campaigns.
Real results.

A fast-growing DTC beauty brand had plateaued at 2.8× ROAS on Meta and Google despite a healthy creative pipeline. Their previous agency was optimising for purchase ROAS but ignoring lifetime value, resulting in high-volume, low-value customer acquisition that looked good in reporting but was unsustainable as a business.

Rebuilt the attribution model around LTV-to-CAC ratio rather than first-purchase ROAS. Restructured audience architecture to deprioritise broad acquisition and focus budget on high-LTV lookalike segments. Produced 40 creative variants in six weeks — testing hooks, formats, and offers simultaneously. Added a CTV component to support the upper funnel and reduce Meta frequency-driven creative fatigue.

Q4 ROAS improved from 2.8× to 5.2×. Cost-per-acquisition dropped 41%. Average order value increased 18% through better audience segmentation. Brand recall in the target demographic increased 38%, measured via a brand lift study run simultaneously with the performance campaign.

A Series B B2B SaaS company was spending $180,000 per month on paid search and LinkedIn with a $620 CAC and a 14-month payback period. The board had set a target of sub-$400 CAC before the next funding round — a target their current agency had been failing to approach for three quarters.

Audited the keyword architecture and removed $60K per month in bottom-funnel keywords with poor conversion-to-revenue ratios. Rebuilt LinkedIn targeting around job function and seniority signals rather than company size. Introduced intent-based targeting using third-party B2B intent data. Redesigned demo request landing pages to reduce form fields from seven to three.

CAC dropped from $620 to $261 — a 58% reduction — in six months. Monthly spend was reduced from $180K to $120K while demo volume increased 22%. Payback period dropped from 14 months to six months, satisfying the board requirement before the funding round.

A regional healthcare network with 12 locations was losing market share to a new competitor with a heavy digital advertising presence. Their own advertising was split across three agencies with no unified strategy and minimal coordination between brand and performance campaigns — each agency optimising for their own metrics, not the network's patient volume.

Consolidated all channels under a single strategy. Built location-specific campaigns for each of the 12 facilities targeting relevant service lines and geographies. Developed creative that balanced trust-building brand advertising with direct-response appointment booking campaigns. Introduced a brand lift measurement programme across the network to track awareness alongside performance.

New patient acquisition increased 73% year-on-year. Cost per new patient appointment dropped 34%. Unaided brand awareness in the network's markets increased 28 points over 12 months, reversing the trend of market share loss to the competing system.

A national CPG brand needed to launch a new product line in three target markets — Chicago, Atlanta, and Denver — with a $2M budget and a 90-day window. Their previous OOH campaigns had produced limited measurable impact and significant internal scepticism about whether OOH advertising could be attributed to business outcomes.

Built a sequenced OOH strategy starting with high-reach formats for awareness and layering in proximity-based formats for consideration. Coordinated OOH timing with a parallel paid social retargeting campaign to reach OOH-exposed audiences digitally within 24 hours. Measured brand lift via mobile panel survey before, during, and after the campaign to produce documented attribution.

Brand recall in target markets increased 64% versus control markets. Trial purchase intent increased 41%. The product line achieved its 90-day sales target in 67 days — 23 days ahead of schedule — converting internal scepticism about OOH measurement into a permanently expanded OOH budget for subsequent launches.