Goodfair is an online recycled clothing retailer focused on reversing the negative effects of consumerism. Unlike ThredUp or a normal thrift store, customers purchase "product categories or bundles" and are sent an eclectic mix of items adding a mystery element to the experience.

Challenges:

• Often sold out of in-demand product categories, making it hard to scale top-performing ads
• Didn't have a consistent stream of new content
• Always had an abundance of low-converting product categories that they wanted to push

Strategies:

• Immediately created evergreen ad content that converted well and was scalable since it wasn't tied to a specific product
• Worked with the client on an influencer outreach plan to build up their asset library—used this content to create eye-catching videos that focused on the styling of the products, while also highlighting Goodfair's mission
• Pitched the client on product-specific influencer outreach initiatives to get more creative (and hopefully higher converting) content featuring the products that were a tougher sell

The customer's main challenge was not being able to deliver a profitable ROAS on Facebook and Instagram, despite their core audiences being present there, especially on Instagram. There was a lot of engagement that did not result in sales.

Their ROAS was stuck at around 50% (0.5 : 1).

Of note, the Northern Hemisphere was heading into spring, which is their busiest time, with 90% of their sales coming from the US, Europe and the Middle East, so it was important to see results very quickly.

The goal of this project was to generate as many new Telco customers across several lines of business.

Given too much variance in ability of product marketing teams throughout the company, Wiley wanted to build and in-house agency of marketing specialists, who would partner with product marketers on all high revenue earning products (ranging from $250K annual to $50M+) to ensure successful outcomes.

I was brought in to build and lead this global team, and my challenge was to build out the proper processes, communication, measurement, and reporting, as well as get buy-in from global product teams who were not all thrilled with having some of their autonomy taken away.