We solved this by evolving the account and the approach in line with what the market was doing, without being trapped by any single tactic.
We had to win in three environments:
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a growth environment where scaling was rewarded
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a disrupted environment where buying behaviour shifted and basket value compressed
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a recovery environment where we rebuilt demand and conversion quality, then scaled again
Here are the themes of what changed, without giving away the exact mechanics of what we do.
1) We moved from broad coverage to structured intent capture
At the start, broad demand capture is useful for reach and learning. It builds volume and it builds data.
Over time, we increased control by organising activity around clearer buying intents and shopping behaviours, so the account could lean into what was working even when the market softened. This is one of the most important shifts because it creates stability. When demand changes, you can pivot spend towards the strongest intent pockets rather than hoping a single catch all approach continues to hold.
2) We built resilience by spreading performance across multiple demand pockets
The late 2025 recovery is strongly associated with multiple demand themes contributing meaningful value rather than one lever doing all the heavy lifting.
That matters because when the market shifts, you do not lose everything at once. You can protect performance by keeping more than one route to revenue open, and you can scale with confidence when several parts of the account are proving they can carry weight.
3) We treated the mid year slump as an optimisation and discovery window
When conversion rate dropped and demand cooled, we did not try to brute force growth.
We tightened focus, iterated, and refined, with the goal of identifying scalable pockets of demand that remained efficient. Once we had clear winners, we scaled those themes when the data supported it. This is what allowed the comeback to be built on solid ground rather than being a short lived spike.
4) We managed performance with the reality of a shared decision journey
Because this is often a shared household decision, we optimised with an understanding that the click is not always the purchase.
That means we value consistency across the research and consideration cycle, not only last click signals. It also means we interpret platform conversion counts carefully, because for this type of product it is common for influence to be under credited, even when the sales curve proves that momentum is building.
Why this case study is different
A lot of marketing stories are told as if the market stays constant. This one did not.
We kept performance moving through changing conditions and delivered a result that speaks clearly:
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from a mid year low around £4K, we brought the business back to £20K+ in monthly sales
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we did it with a structure that was more diversified and resilient than earlier periods
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we did it using a 16 month evidence base, not a short snapshot
The business showed faith in us through that whole arc, and we delivered on it.
