The challenge
- Blended acquisition cost had risen to the point where the first order no longer covered the customer who placed it.
- Creative production was outsourced and slow, so campaigns ran on fatigued assets for weeks at a time.
- Prospecting, retargeting, and retention spend were blended, which made healthy repeat revenue hide an unprofitable top of funnel.
What we did
- 01
Reset the economics
We started from contribution margin and ninety-day repeat rate rather than platform return on ad spend, and set a target acquisition cost the business could actually finance.
- 02
Sharpen the positioning
A founder-led positioning sprint produced a clear statement of what the range replaces and who it is obviously for β which became the angle library for every ad.
- 03
Rebuild the creative system
In-house production on a fixed cadence, structured as a testing roadmap: one variable per batch, winners iterated weekly, fatigued assets retired on schedule.
- 04
Separate the funnel
Prospecting, retargeting, and retention split into readable campaigns so each could be judged and funded independently.
- 05
Layer lifecycle
Welcome, browse and cart abandonment, post-purchase education, replenishment, and win-back flows rebuilt to raise lifetime value and loosen the acquisition ceiling.
Where it landed
- A creative pipeline that ships new concepts monthly instead of quarterly.
- A reporting view the founder can read in two minutes: spend, acquisition cost, margin, and repeat rate side by side.
- Scaling decisions made against payback period rather than platform-reported return.