New customer revenue
Engagement
Creative velocity
Peak trading
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
A fast-growing fine jewellery and accessories brand with strong product and a loyal core, scaling into a paid-media environment that punishes anyone running last year's playbook. The acquisition surface had become noisier, more fragmented and less forgiving: short-form video had reset attention, the major paid platforms were rewriting auction dynamics quarterly, and the cost of a new customer kept drifting upward against a sector where margin discipline matters.
The brief was demanding: keep new customer revenue building year on year, hold the brand's visual standard at every touchpoint, and do both while pushing into new international markets and peak trading windows that demanded more creative volume than a small team could produce on its own. The old approach had run out of runway: fewer assets, longer flights, single-channel reliance.
THE APPROACH
How the engagement was structured.
The work started with creative. A fine jewellery brand lives or dies on how it shows up in feed, so the team built a steady supply of new creative that could feed the funnel without diluting the brand. That meant a constant cadence of new concepts, formats and edits across paid social and short-form video, tested with enough volume to read signal cleanly and retired the moment fatigue showed up in the data. Brand-safe was the floor, not the ceiling.
Acquisition was rebuilt as a portfolio, not a single channel. Paid social carried the bulk of the prospecting load, but we layered in short-form video as a discovery surface, catalog-led visual search for high-intent browsers, and paid search to close the loop on branded and category demand. Each surface was briefed against its own job: top-of-funnel reach, mid-funnel consideration, or bottom-funnel capture, and measured against the contribution it actually made to new customer revenue, not last-click vanity.
Spend strategy ran on a cost-cap discipline. Rather than chase volume at any price, we set efficiency floors per channel and let strong creative do the heavy lifting as spend grew. When a concept earned its keep, budget followed it; when it didn't, we cut without sentiment. That allowed us to expand into new international markets with a tested playbook rather than a hope, and to plan peak trading windows like end-of-financial-year and the Black Friday corridor against modelled budgets rather than reactive ones.
Through it all, the relationship with platform partners stayed close: regular working sessions with reps across the major paid surfaces kept us ahead of beta features, auction shifts and inventory changes, and meant the brand was rarely the last to know when the rules of the game moved.
ARMS OF EVE · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
The acquisition programme delivered new customer revenue growth across consecutive trading years, with cost-cap discipline holding the efficiency floor while creative scaled the ceiling. That combination is what lets a fashion brand grow paid spend without watching margin walk out the door.
Channel diversification paid off where it mattered: short-form video earned its place as a genuine discovery channel, catalog-led visual surfaces built mid-funnel efficiency, and paid search caught the demand the upper-funnel work created. New market testing moved from speculative to repeatable, with a tested creative and bidding playbook ready to deploy region by region.
The partnership now runs as an extension of the brand's own acquisition and creative team, with multi-year continuity, a shared planning rhythm across peak windows, and creative work that keeps pace with the platforms rather than chasing them.
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