Year-one revenue growth
Year-on-year lift
Simultaneous trading
Commerce infrastructure
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
The brand was scaling faster than its stack could absorb. The original site had been built as a blog, not a store, which meant every conversion lever sat behind a renovation. Bundle logic, peak-period stability, lifecycle segmentation: none of it could be pulled forward without rebuilding the foundations underneath.
Demand was outrunning supply on every front. Talent, infrastructure, channel maturity, regional readiness. Peak windows were arriving faster than the business could prepare for them, and the team was running three markets through a setup designed for one. The work was to industrialise the growth without losing the founder-led texture that made the brand work in the first place.
On top of that, the channel mix had matured to the point where leaning harder on the same levers was no longer the answer. Paid social efficiency was softening, lifecycle was still treated as a broadcast surface, and creative was being produced faster than it could be tested. Scaling from here meant rebuilding the engine, not pushing the accelerator.
THE APPROACH
How the engagement was structured.
We re-platformed the storefront onto commerce infrastructure built to handle real trading volume, and rebuilt the experience to convert at scale. A custom bundle builder was engineered to hold under peak load, becoming the centrepiece the rest of the team could lean on through high-pressure trading windows. The replatform was treated as a growth release, not a migration: every conversion lever the old site couldn't accommodate was sequenced into the rebuild.
Paid social and paid search were restructured around creative velocity and channel-level efficiency rather than account-level vanity. Short-form video became its own production line, with creator-led work and in-house creative running in parallel feeds so the algorithm always had fresh signal. Connected TV was added to the mix to widen the prospect funnel through peak periods, modelled against incrementality rather than last-click.
Lifecycle was promoted from a broadcast channel into a profit centre in its own right. Segments were rebuilt around purchase recency, category affinity, and second-order behaviour. Automations replaced campaign-heavy calendars, and the measurement layer was rewired so lifecycle was judged on incremental contribution, not opens. Acquisition and retention started feeding each other instead of competing for credit.
Multi-region trading was the connective tissue. Peak periods across the home market and two international territories were planned as one programme, with creative, offer, lifecycle and paid all sequenced against each region's calendar. Engineering, paid, lifecycle and creative worked as one team, which is how the gains kept building instead of fragmenting as the brand grew.
BED THREADS · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
Year one delivered multi-fold revenue growth. Subsequent years compounded that lift while the internal team scaled in lockstep on both sides of the partnership. Peak periods that would have buckled the original setup ran cleanly across three markets, with the bundle builder absorbing volume the old stack couldn't have touched.
The channel mix matured alongside the topline. Paid efficiency held even as spend increased, lifecycle moved from a cost line to a genuine contributor to revenue, and creative output kept pace with the platforms instead of trailing them. International trading became repeatable rather than ad-hoc.
The partnership now spans every meaningful surface of the brand's digital business: acquisition, retention, engineering, and the rhythm that ties them together. The growth story kept paying off because the foundations were built to take the weight.
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