New customer acquisition
Creative output
Drop-day performance
Quarter-on-quarter growth
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
The brand had a distinctive aesthetic and a loyal core, but the paid acquisition engine wasn't matching the ambition. Growth was concentrated in known customers and warm audiences. New-customer volume sat below where a brand with this much creative equity should be operating, and the cost of pulling fresh buyers in was climbing.
Drops were the heartbeat of the calendar, but the operating rhythm around them was inconsistent. Launches went live without the paid layer sequenced to capture peak demand, and the reporting view didn't cleanly separate launch-day spikes from the underlying baseline. The team needed a partner who could run the acquisition and creative engine at the pace the brand demanded, not just buy media against a calendar.
THE APPROACH
How the engagement was structured.
We rebuilt the acquisition engine around creative velocity. Paid social became the proving ground: dedicated dynamic product and collection ads cut to the brand's aesthetic, briefed and shipped at a pace the in-house team couldn't sustain alone. Hooks were tested weekly, formats diversified, and the winners pushed harder while the laggards were cycled out before they fatigued. Creative reviews ran as working sessions, not approvals.
Launch windows were treated as their own discipline. Drops were staged at peak-intent hours, with prospecting and remarketing layers sequenced to build on the spike rather than cannibalise it. The performance-split reporting layer was rebuilt so the team could see which products, audiences, and creative units were doing the work, and which were riding the launch tide.
New customer acquisition was the north star. Top-of-funnel spend was expanded with prospect-heavy buying patterns, while the creative mix was tuned to talk to a buyer who didn't know the brand yet. Existing-customer surfaces were ring-fenced so they didn't inflate the numbers. The result was a paid programme that kept adding up across quarters rather than peaking and resetting.
BYDEE · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
Drop windows that had previously been hit-or-miss started landing with a predictable shape. Launch days outperformed prior peaks, and the gains held through the weeks that followed rather than collapsing back to baseline. New customer volume lifted in strong double-digit territory, and the cost of acquiring those buyers held while the volume climbed.
Across the engagement the programme moved from a launch-led calendar to an always-on acquisition engine with the creative team feeding it. Quarter-on-quarter performance kept paying off rather than resetting, and the reporting layer gave the brand a clean read on which surfaces were doing the work. The partnership now spans the acquisition and creative core of the brand's performance.
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