Quarter on quarter
Peak trade windows
Measurement layer
New customer volume
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
The brand was growing fast, release-led and trading hard across two markets, but the measurement layer underneath the paid stack hadn't kept pace. Platform-reported numbers told one story, the commerce platform told another, and the gap was wide enough to make every spend decision a coin flip. The team was running a programme that worked without being able to prove which parts were actually doing the work.
Acquisition cost was creeping in the categories where it mattered most. New customer volume needed to keep climbing through peak trade windows (winter pushes, sale moments, frenzy weeks) while protecting the floor on efficiency. The brand also needed a single read across the parent group's Australia and New Zealand accounts so that decisions weren't being made in isolation.
The work was to build out both sides properly, at the same time. Acquisition couldn't wait for measurement to be perfect, and measurement couldn't be rebuilt in the abstract while peak trade was live. Both had to move together.
THE APPROACH
How the engagement was structured.
We took ownership of paid social and paid search, then rebuilt the measurement layer behind it so every decision had a defensible signal. The two efforts ran together, one feeding the other, rather than as sequential projects.
On the acquisition side we restructured the account architecture across both markets, separated prospecting from lower-funnel work cleanly, and put creative velocity at the centre of the trading rhythm. New drops, winter pushes and frenzy windows were planned as campaigns with clear roles rather than ad-hoc bursts. Approval cadence on creative tightened so the brand was never the bottleneck on its own momentum. Feed work in paid search was treated as an asset class: refreshed, segmented and tuned to the catalogue's release pattern rather than left to drift.
Underneath that, we rebuilt the measurement layer to give Billini's team a single trusted view. Channel-reported performance was reconciled against platform truth, and the gap between what the ad accounts claimed and what the business actually banked was closed to a workable margin. Weekly trading rhythm and quarterly business reviews became the forums where that signal turned into decisions: what to push, what to hold, where the next dollar of spend would clear the bar.
The cadence held across seven quarters and counting. Launch ads, peak moments and steady-state acquisition all ran through the same measurement discipline, which meant the team stopped relitigating attribution every Monday and started building on what already worked.
BILLINI · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
Acquisition grew across both markets with efficiency holding through the peak trade windows that historically stressed the programme. Frenzy weeks and winter pushes outperformed prior peaks without the usual cost creep, and new customer volume climbed consistently quarter on quarter.
The measurement rebuild paid down a quieter but more important debt. Billini could finally answer the question of what was actually working, with a signal the rest of the business trusted. That changed how budget moved week to week and how the brand planned its release calendar against its paid investment.
The partnership now spans the full acquisition and measurement remit across the parent group's Australia and New Zealand accounts, with a trading rhythm that compounds rather than resets each season.
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