Doubling spend on unchanged unit economics doubles the losses. So we rebuilt what the brand was selling before we moved a single budget.

1. Rebundled the catalogue around pain points, not products. We grouped SKUs by the problem customers were actually buying to solve. Average order value rose, and margin per sale rose with it. Higher margin per sale is what buys permission to spend more per customer.
   
   

2. Built an offer they had never tested. Rebundling raised the value of each customer. The new offer raised how many customers were available, widening the addressable market so the extra spend had somewhere profitable to go.
   
   

3. Tested creative at volume, weekly. Minimum 10 new creatives per week, every week. This is what stops a scaled account decaying, because last month's winner is already fatiguing.
   
   

4. Consolidated the structure and scaled. Only once the offer carried the margin and the creative pipeline was producing winners did we restructure for efficient spend at higher budgets. Structure last, because structure only amplifies the economics it is given.