A fitness business
Built together

The client's priority was the shorts brand. The digital programs were not considered a viable online product.

We launched paid acquisition and ran it for six months while collecting data. The constraint turned out to be inventory depth rather than media performance. The highest-demand sizes sold out within a week of each promotion, and campaign performance decayed as soon as they did. The digital product carried no equivalent limit.

Audit every asset the client holds before committing a budget, not only the assets named in the brief.

Results within three and a half months:

• revenue more than tripled
• the strongest month in three years
• close to 9 out of 10 buyers were first-time customers

The creator went on maternity leave and production of new content stopped. Moderation pressure rose at the same time: creatives were rejected and ad accounts suspended repeatedly, which is normal in a sensitive category.

We answered with three systems. A selection method that predicts which frames clear moderation before spend is committed. A structure of parallel ad accounts with defined roles and reserve capacity. Reporting built on blended revenue against total spend rather than on platform attribution.

Revenue stayed level across all eight months and cost per customer declined over the period

A partner is measured by the months in which the creator cannot work.

Media was profitable but capped. The highest-demand sizes sold out within a week of each launch. We quantified the shortfall, raised financing against inventory and entered Black Friday fully stocked.

• the strongest quarter recorded to that point
• December held its level instead of collapsing after the peak
• financing repaid in full within nine months

The constraint on growth is frequently located outside the ad accounts.

Functional roles replaced ad hoc allocation of work. An events calendar governed offer rotation across the year. The creative pipeline was documented end to end. Email, SEO and organic were built out alongside paid media.

That year:

• revenue crossed $1M, approximately ×1.7 over the prior year
• more than 15,000 orders fulfilled
• media budget increased by roughly 70% while cost per customer decreased
• December set the highest monthly revenue in the brand's history, close to ×2 the peak of its viral period

The record month used no new footage. It was built on a bundle of programs the creator had already produced.

Operating structure is what allows a budget to double without the unit economics deteriorating.

We established a program development process involving the full team and released three products: Body Transformation, Hip Mobility and a prenatal program. Development of a proprietary mobile app and migration to a subscription model began in the same period.

First eight months of the current year:

• revenue already exceeds the full prior year, approximately ×2 year over year
• average order value up 25%
• repeat purchase rate rose for the first time in the brand's history, by roughly 70%

A saturated audience responds to a new product before it responds to a larger budget.