Six years, and what came out of them
the conditionsGrowth is easy to talk about when the category already exists and the ad account is open. Neither was true.
01 · EducationA new category with no playbook. Customers did not know what the product was, how to use it, or why it mattered, so the first job of every asset was to teach and only the second was to sell.
02 · RestrictionsMost paid channels were closed. Whole categories of advertising were restricted or unavailable, so growth had to come from organic content, creators and real community presence. That is also why the demand did not disappear when spend paused.
03 · ScaleSmall team, national brand expectations. Internal team plus contractors, measured against companies many times our size. That pressure is what pushed me toward systems instead of heroics.
what I ownFour lanes. Most people are hired for one of them.
CreativeBuilt and ran the creative engine for a brand defining a new product category, across web, social, retail and campaigns.
EcommerceLed ecommerce operations through a platform migration and the scale that followed, supporting a store past $1M in annual revenue.
ProductBuilt products meant to outlast a trend cycle, through vertical innovation and horizontal expansion, including a collaboration with Futurola.
TeamsManaged distributed teams and contractors across web development, SEO, email, CRO and content production.
a growth loop that compoundsOne worked example, end to end. It starts by asking real buyers a question instead of guessing what they wanted.
01 · Signal — Survey live traffic, not a focus groupAn onsite survey captured customer personas from people already on the site with intent. Two numbers came back that mattered: 72% confirmed the core audience fit the category, and 68% were heavy repeat users rather than curious first timers.
02 · Direction — Let the two numbers overrule tasteThose signals set the creative direction: the UGC style, the tone, the creator profiles we cast for, and the way themed bundles were designed. Heavy repeat users need a different asset than a first time buyer, and the survey said which one we actually had.
03 · Attribution — Close the loop, or it is just contentExecution and attribution were aligned deliberately so we could see which content drove conversion rather than which content we liked. Without this stage the first two are a well organised opinion.
04 · Result — 2.38x ROAS at $21.84 acquisition costOver a 30 day window, on a $52.01 average order value across 688 purchases, in a category where a lot of the paid toolkit is off limits. Year on year growth held at 15 to 18% on repeatable, insight led decisions rather than one good quarter.