Multi-year acquisition lift
Lifecycle contribution
Paid efficiency
Partnership depth
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
Multiple drops a season is what the brand is built on, but it's also what makes the business hard to run. Each drop has its own creative language, its own promotional shape, and its own commercial weight inside the quarter, and every one of them has to be planned, briefed, shot, sequenced and traded against a calendar that doesn't pause for anyone.
Acquisition was being asked to do more work each quarter as category-wide media costs drifted upward. The lifecycle programme had been built campaign by campaign rather than with a clear throughline. Loyalty and VIP comms sat apart from the main trading rhythm, with limited connection back to it. The brief was to bring everything onto one calendar without losing the brand's editorial signature.
THE APPROACH
How the engagement was structured.
We took ownership of paid acquisition and creative end to end, with the trading calendar (drops, holiday collections, friends-and-family windows, peak sale) as the planning unit rather than calendar quarters. Each drop had a clear performance shape agreed weeks ahead, with creative briefs that fed both paid and the lifecycle programme from a single spine.
Lifecycle was rebuilt around the drop cadence rather than running in parallel to it. EDM campaign planning, custom loyalty and VIP comms were treated as launch surfaces in their own right, sequenced to land ahead of paid waves so the brand's most engaged customers always saw a new collection first. Segmentation was deepened so first-time buyers, repeat customers and VIPs each got a journey calibrated to where they actually sat in the relationship.
Creative ran with the cadence the platforms demanded. A steady output of net-new variants per drop kept the auction fed, while master-template work made it possible to grow creative output without losing the editorial discipline that made the brand recognisable in feed. Weekly working sessions between agency and in-house meant the response to a softening signal came inside the trading week, not after it.
FAITHFULL THE BRAND · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
The relationship operates as a connected programme rather than a series of disconnected asks. Acquisition efficiency has held through periods of category-wide cost pressure, with creative cadence keeping the channel fed. Lifecycle has moved from a supporting act to a measurable contributor to revenue.
Peak trading windows run on a steady cadence rather than scrambling, with a planning rhythm underneath the drop calendar that holds up across paid, lifecycle and creative.
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