Top-line sales
Customer lifetime value
Trading windows
Active partnership
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
Fine jewellery is a considered purchase in a category crowded with both established houses and lower-priced challengers. The brand had product velocity, a loyal community and a calendar of meaningful moments: birthstone drops, archive releases, gifting peaks, but the engine underneath was working in fragments. Paid channels, lifecycle and creative were each producing, just not building on each other.
The harder problem was peak. Gifting periods and archive sale windows were doing disproportionate work in the annual number, which meant any wobble in execution during those weeks bled straight through to the year. Creative fatigue cycled faster than the production pipeline could refresh, and lifecycle was leaning on broadcast rather than segment depth. The acquisition cost floor kept tightening as the prospect pool was worked harder each quarter.
The work was to build a disciplined rhythm across the business: acquisition and retention running as one connected programme, a creative engine fast enough to feed it, and a peak plan sharp enough to convert the moments that already mattered.
THE APPROACH
How the engagement was structured.
We rebuilt the paid programme around creative velocity. Refresh cadence became a non-negotiable monthly rhythm rather than a campaign-by-campaign scramble, with formats diversified across short-form video, static, motion and social-first executions tuned to where the customer actually scrolled. Hype mechanics such as pulling archive sale windows forward, seeding new collection drops, and layering boosted social into the moments where organic was already cutting through gave the funnel room to breathe before the peak rush arrived.
We rebuilt lifecycle as its own profit centre. Segments were deepened past the obvious buyer/non-buyer split into cohorts shaped by category affinity, price-point comfort and gifting behaviour. Automated journeys carried more of the load between drops, so paid media stopped subsidising warm audiences it should never have been paying for. Gifting flows and post-purchase sequences were tuned for the second purchase window: the one that quietly decides whether a category like fine jewellery keeps paying off.
Peak planning ran as a single integrated playbook. The end-of-year window, birthstone launches and archive sale moments were modelled backwards from the revenue target, with creative locked early, lifecycle sequenced ahead of paid pressure, and offline pulses like out-of-home used to widen the top of the funnel during the windows where every channel had to fire. The whole programme operated as one team, paid, lifecycle, creative and planning, not four streams reporting in parallel.
KIRSTIN ASH · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
The partnership has held across ten consecutive quarters and continues on monthly retainer, which is the cleanest signal that the work is doing what it should. Sales have stepped up meaningfully, with each peak window outperforming the prior peak rather than holding flat, and the brand's biggest trading moments now run without the last-minute scramble that used to define them.
Customer value has lifted alongside the top line. Lifecycle depth has pulled repeat behaviour forward and lifted the value of the second-purchase window, which in fine jewellery is the lever that decides whether the results are genuinely durable. The acquisition programme has kept pace with retention rather than working against it: the two sides of the funnel feeding each other instead of competing for the same dollar.
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