Ecommerce and DTC marketing
Budget moves weekly against contribution margin, and every account, pixel and customer record stays in your name while it does.
Where the money moves.
Contribution margin decides everything, so that is what the account is managed to. Platform reported return on ad spend counts a purchase twice when two channels touch it, which is why blended acquisition cost against margin after cost of goods, freight, payment fees and returns is the only version worth putting in front of a board. Budget moves weekly on it. When a channel stops paying back inside your cash cycle it loses funding that week, not at the end of a quarter when somebody writes the report.
Measurement plumbing comes before scale. Server side events so a browser setting does not quietly delete a third of your conversions. A clean product feed, because Shopping and Performance Max are only as good as the attributes you supply them. Post purchase survey data as a sanity check on where buyers say they heard about you. A holdout when a channel's claimed contribution deserves testing. None of this is glamorous work. It is the difference between a growth plan and an expensive guess.
Creative volume is the real lever and the one brands run out of first. Accounts rarely fatigue on targeting now, they fatigue on the same three concepts running for six weeks. Production sits in house, so new concepts go into test continually rather than new crops of the same photograph: founder pieces, customer footage, demonstration, comparison of use, before and after where the claim can be substantiated. Winners take spend. The rest are retired without a meeting about them.
Acquisition without retention is a treadmill. Second order rate, cohort revenue and the flows underneath (welcome, browse, cart, post purchase, winback, replenishment) are treated as growth work rather than an email calendar. Pricing and promotion claims are written to the Australian Consumer Law, so a struck through price reflects a genuine prior selling period and a shipping threshold states its conditions where the buyer sees them. Enforcement costs far more than the promotion ever earned.
What we run.
Blended acquisition management
Meta, Google, Shopping and Performance Max managed as one budget against contribution margin rather than as separate accounts each chasing their own return. Reallocation happens weekly on the numbers, with the reasoning written down so you can argue with it.
Creative production at test cadence
New concepts produced continually in house, from founder pieces and customer footage through to demonstration and comparison, each built as a distinct idea rather than a recut of the last winner. The pipeline never empties mid-quarter.
Feed and catalogue hygiene
Titles, attributes, identifiers, availability and imagery corrected and monitored, because a shopping campaign is mostly a data problem wearing a media budget. Disapprovals are fixed the day they appear, not the week a report notices them.
Lifecycle and retention
Flows built around the real purchase interval for your category, cohort reporting on second order rate, and segmentation that stops your best customers being discounted into a lower margin habit they will not come back from.
Measurement you can defend
Server side tracking, post purchase survey attribution, incrementality holdouts on whichever channel is claiming the most credit, and one reporting view your finance team accepts, so the argument moves from the numbers to the strategy.
Questions we get asked.
Blended, against contribution margin. Platform numbers are used as an in-account steering signal because that is what the algorithms respond to, but no budget decision rests on them alone. If blended acquisition cost sits above what a customer contributes inside your payback window, the spend comes down regardless of what a dashboard claims.
You do. Accounts are created under your business manager and your billing, the pixel and conversions API sit on your domain, and the customer file stays in your email platform. Access is granted to us, not the other way around. Ending an arrangement should cost you a login change, not a rebuild of your measurement.
Enough to keep new concepts entering test every week, which is what an account needs rather than a fixed number written into a scope document. Volume rises around launches and peak trading, and eases when a concept is scaling and should be left alone. Production is in house, so the pace is set by the account.
Yes, written to the Australian Consumer Law. A struck through price has to reflect a price the product genuinely sold at for a reasonable period beforehand, and a shipping threshold has to state its conditions where the customer sees the claim, not three clicks later. Substantiation is filed with the campaign so a query gets answered without a scramble.
Also in retail and ecommerce
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9 services under one team, run against the numbers your business already reports on.
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