New customer volume
International expansion
Hook and hold rates
Paid media performance
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
The brand had built a distinctive design voice and a loyal domestic following, but the next phase of expansion lived offshore. Demand was emerging in markets the team had no direct paid-media footprint in, and the existing acquisition mix was leaning too heavily on warm audiences that had already converted. The gap was structural: a brand built for global desirability without the engine underneath it to deliver on that promise.
The category made the difficulty harder still. Couture-inspired womenswear sits in a considered-purchase tier where the funnel is longer, the creative bar is higher, and the cost of looking off-brand in performance units is real. Standard direct-response playbooks tend to strip the storytelling that drives the category in the first place. The work was to grow new customer acquisition across multiple regions without diluting the aesthetic that made the brand worth buying.
THE APPROACH
How the engagement was structured.
The first job was rebuilding the acquisition engine around a creative-led paid social programme that could carry the brand's couture aesthetic without flattening it into performance wallpaper. We treated the runway-to-checkout journey as a single funnel, with hero storytelling at the top end feeding tighter, product-led units further down. Creative velocity became the lever: a steady cadence of formats engineered for each market and each stage, tested against hook rate, hold rate, and downstream conversion rather than surface engagement.
International expansion ran on its own track. We mapped demand signals by region, prioritised the markets where the aesthetic already had organic pull, and built tailored prospecting structures for each. Paid social did the heavy lifting on cold reach, with paid search built underneath to capture the branded demand it generated. Each market got its own creative variants, its own audience logic, and its own efficiency targets: not a single global campaign stretched thin.
Underneath the channel work, we rebuilt the measurement discipline so the team could actually trust what they were seeing. Cross-market reporting was unified, attribution windows were standardised, and the post-purchase signal loop was tightened so that creative decisions, budget shifts, and market prioritisation all ran off the same numbers. The lifecycle programme was layered in to convert first-time buyers into repeat ones, with segmented flows reflecting the price-point and considered-purchase reality of the category.
LEO LIN · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
The brand moved from a domestically-anchored acquisition base to a genuinely multi-market footprint. New customer volume grew in step with international reach, and the creative programme settled into a cadence the brand team and the paid team could both sustain: performance units that still felt couture, not catalogue.
Paid social became the lead engine for global expansion, with regional structures delivering strong directional gains on efficiency as the programme matured. The measurement layer let budget follow the markets that were paying off, not just the markets that were spending. The partnership now spans acquisition, creative, and the cross-market strategy that connects them.
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