Each of these started with a question the reporting couldn’t answer.
Increase SQLs, bring down CPA, and build more B2B business.
The structure had drifted D2C, optimising toward a consumer-shaped audience that didn’t reflect the actual buyer. The analysis also surfaced an untapped market segment worth planning for.
Implemented a restructure of targeting and account setup to redirect acquisition to B2B buyers, with the new market opportunity flagged for the forward plan.
A four-fold increase in sales-qualified leads within a single month.
Save the business’s cash flow, through high and low ticket sales, with a tROAS of 3.
Return on ad spend had been stuck at 1.75x for four months with revenue sliding. Reconciling platform reporting against actual CRM revenue showed the account was optimising toward a signal that didn’t correlate with purchases, products were competing against each other and budget was being spread.
Products were given a restructure to organise them according to their price points, their categories and what has proven to work. That way we had more control of where the budget would go and what bids were placed.
Return more than doubled and lead quality improved materially in the same period.
Recover the account after they had experienced website issues that affected their acquisition, while also scaling up.
The account was still running on pre-incident assumptions: targets it could no longer hit, a definition of qualified demand that had drifted too wide, and campaigns competing against each other for the same searches.
Reset targets to what the account could realistically deliver, narrowed the definition of qualified demand, and consolidated duplicated activity.
Conversion volume nearly tripled at less than half the previous cost.
Reach the average industry benchmark and KPI of 2.5x ROAS.
Creative strategy and frequent creative changes and tests made a big impact in this industry. Competitors were coming up with great designs and changing their ads every 1–2 months, which meant we had to do the same.
We created a variety of content pieces to help capture the product and its benefits from various messaging angles. We used demand-creation storytelling for our cold audience and demand-capturing storytelling for our warm audience, with new creatives and copy launched every 1–2 months.
Our ROAS held consistently above 2.5 and reached up to 3.96x.
Capture high-intent demand while building brand awareness and supporting conversions across the full customer journey.
A lot of the budget was going to people who engaged with the ads but were never going to buy. On the search side, the terms bringing traffic in had drifted away from what someone actually searches when they’re ready to purchase. Cost per acquisition was bouncing around with nothing holding it steady, and the creative had been running long enough that delivery was starting to suffer.
I cut the segments that looked good on engagement and did nothing for revenue, then rebuilt targeting around people showing real buying signals. New creative went live to fix the fatigue, bid controls went in to steady the cost per acquisition, and I reconnected prospecting and retargeting so the two actually fed each other.
We hit a profit of $175,793 and a ROAS of 2,321%.
Bring in leads at low costs.
We looked into the content and audiences. This led us to testing a variety of messaging and content types across platforms, whilst matching this with our top-performing audiences and what resonates with them. We found that our male audience was not the “I know it all” but more the “help, I don’t know” type, and they responded better to messaging that spoke to them more like a friend lending a hand than a business selling them a product.
We created new content that spoke to the male audience, in a casual tone of “we got you bro”. We combined fun reels and creative AI for our content, and changed nothing else.
Our leads grew by 82.53% in one month, and reached an all-time high of 372 at half the price, decreasing by 45.56%. Quality? So good, they’ve got their hands full.
Increase conversion and lead volume while improving traffic quality and delivery efficiency.
The targeting was too broad in some places and too narrow in others. A lot of spend was reaching people who were never going to be the buyer, while the audiences that were engaging well were small and hadn’t been built out properly. The creative wasn’t resonating with a senior audience either, and the form let anyone through.
I cut the audiences that weren’t converting and built out more around the ones that were engaging — same profile, wider pool. Added new creative for that audience, and qualifying questions on the form so the sales team only got real prospects.
Lead forms completed at 57.5% against a 35–40% B2B benchmark, with CTR at 1.1%, more than double the LinkedIn average. And it was the right audience doing it: 91% of clicks from relevant job functions, 84% from decision-making seniority.
Campaigns were running as short bursts, around 12 days each. That’s not long enough to get out of the learning phase, so every campaign was still working out who to target right as it got switched off. The conversion tracking was picking up low-value actions too, so the signals going back to LinkedIn were pointing at the wrong outcome. And because each burst started fresh, every campaign began cold — nothing carried over.
I changed how the bursts transitioned. New campaigns went live before the previous one was paused, so there was always something running and learning rather than a stop-start cycle. Campaign themes moved into the ad layer instead of sitting as separate campaigns, which meant a single campaign could stay live for up to two months and keep being optimised. I also refined the conversion tracking so the platform was working toward actions that actually mattered, and restructured the audiences so seed audiences fed into the right funnel stages — no more starting from zero.
2.7x more conversions on 23% less budget, with cost per conversion down 71%. Form and download conversions went from 9 to 175.
The market got more expensive. Competition in the auction had risen, and at the budget the account was running, it could no longer hold presence across a full day — it was buying a shrinking share of a costlier market. The structure underneath compounded it: investment was spread across the whole product category while the demand actually converting had concentrated into a much narrower part of it. And where that demand was strongest, the experience it landed on wasn’t good enough to justify what the click now cost.
I reset investment to a level the account could sustain across a full day, rather than competing for early presence it couldn’t hold. From there the account was refocused on the part of the market genuinely converting instead of defending the whole category, with weight moved behind proven demand rather than spread evenly across it. I brought the post-click experience up to the standard the traffic now warranted, and built audience intelligence into the highest-value activity so it no longer depended on search terms alone.
A 58% quotable rate against Google’s 37% in the same month, with three campaigns at 100%, delivering $952,591 in sales-qualified quotable pipeline.
Reach a 4.5 tROAS and recover the account from a decline.
It wasn’t the structure and it wasn’t the auction. The decline was seasonal — the demand those campaigns had always relied on simply wasn’t there in this period. What had worked for this business every other month of the year stopped working, and no amount of optimising against it was going to bring it back.
Rather than keep spending into demand that had gone quiet, I researched where the same products were needed next and found a different market coming into season. New campaigns were built around that demand, and investment moved with it.
Return recovered from 2.92x to 4.44x, with revenue up 42% to $64,225 on 7% less spend.