STAGE 10 / NUMBERS DON’T LIE
What the work looks like.
Three accounts, three different problems. In each case the first month went on measurement and structure, not on new creative.
ECOMMERCE · BEAUTY
[D2C SKINCARE BRAND]
[X]×
ROAS
−[X]%
CAC
+[X]%
REVENUE
THE PROBLEM
Strong repeat purchase rate but acquisition had stalled: a single creative angle was carrying the whole account and frequency had climbed past the point of return.
WHAT WE DID
- Rebuilt the catalogue feed so Shopping could bid on the right variants
- Introduced a weekly creative slate with three distinct angles
- Moved post-purchase flows out of ads and into owned email and SMS
SAAS · LEAD GENERATION
[B2B SAAS PLATFORM]
+[X]%
QUALIFIED LEADS
−[X]%
COST PER SQL
[X]M
PIPELINE
THE PROBLEM
Plenty of form fills, almost no qualified pipeline. Sales were spending their week calling students and competitors.
WHAT WE DID
- Added firmographic qualification and lead scoring before CRM hand-off
- Split search intent into evaluation and problem-aware campaigns
- Reported on pipeline value rather than cost per lead
LOCAL SERVICES · LEAD GENERATION
[MULTI-LOCATION SERVICE BUSINESS]
+[X]%
BOOKED JOBS
−[X]%
COST PER CALL
−[X]%
WASTED SPEND
THE PROBLEM
Nine branches competing against each other in the same auctions, with no way to tell which location a call came from.
WHAT WE DID
- Geo-split the account so branches stopped bidding against one another
- Installed call tracking with per-branch routing and recording
- Set budgets by branch capacity rather than by equal share
WHAT THEY HAVE IN COMMON
The first win is almost never new creative.
In all three accounts, the biggest single improvement came from fixing how performance was measured, structured or routed — before a single new ad was written.
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