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Proof should make your P&L feel calmer.

Two examples of how category intelligence, first-party data and disciplined performance execution can turn spend into stronger growth economics.

Case study 01 / Marketplace growth

Profitable marketplace scale by changing what the brand competed for.

The challenge was not a lack of spend. It was a lack of incrementality. Marketing cost was high, organic demand was being cannibalised and the brand was under-indexed in valuable category niches.

+60%topline growth while optimising marketing as a percentage of sales
CM3marketplace profitability achieved
3×existing paid ROAS on cart recovery campaigns

The intervention

  • Identified and stopped campaigns that were cannibalising organic sales.
  • Mapped 5-10 high-potential Amazon niches for each product category.
  • Repositioned products through search-led title and keyword improvements.
  • Created stronger cart-drop campaigns designed around recovery intent.
  • Tracked organic positions for expensive, high-volume search terms using proprietary intelligence.
What changed

Spend moved from owned demand to under-served opportunity.

Instead of paying to hold position where the brand already ranked strongly, the approach freed budget for new category niches and moments where paid activity could actually expand profitable demand.

Case study 02 / D2C growth

A cohort-led D2C plan cut CAC while preserving LTV.

The brand needed to accelerate sales without treating every first order as equal. The answer was to understand which customer cohorts created real customer value - then build acquisition and experience around them.

-60%CAC while maintaining LTV per customer
3×topline growth
CM3profitability per customer achieved

The intervention

  • Used first-party order data to derive LTV and CAC for different customer cohorts.
  • Analysed customer value by channel, campaign, vintage, category, payment type and city.
  • Identified the cohorts with the strongest economics and increased investment behind them.
  • Created landing pages tailored to these cohorts to improve AOV and downstream value.
What changed

Acquisition was optimised for quality, not simply for cheap orders.

Using LTV and CM3 as central decision signals helped the brand make smarter trade-offs between scale, payback and the longer-term value of each customer acquired.

What both cases have in common

A more useful definition of performance.

Performance does not improve because a platform has been checked more often. It improves when the business has a sharper point of view on what to grow, whom to acquire, where to appear and what quality looks like.

1

Start with real business constraints

Margin, LTV, catalog, organic visibility and inventory shape media effectiveness.

2

Connect action to an economic outcome

Every channel decision should answer a commercial question, not just an in-platform metric.

3

Build a learning loop

Use test results and quality signals to make the next investment decision better.

Your growth audit

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