
CPI decreased from $8usd to $1usd, and we were able to start focusing on first purchases instead of CPI. After just 3 months, the cost per purchase was 1/4th the price from the original price. And the ALV went up by 30% by ensuring a better quality of customers!
Although the app was extremely pioneering in the market and had a great product, they were far from optimized in the PPC area. When we first got our hands on it, we noticed several errors:
Several of the campaigns were not segmented by placement, age, gender, or even the right audiences. There was no retargeting being made, and the creatives were just general images with texts such as “Get food from your favorite restaurant”. There were no specific campaigns for each buyer persona and there was no temporality used.
We created a testing strategy to learn from what was working on different marketing channels (online and offline). A communication channel was set up to ensure minimal spend was required to shorten the learning phases.
We parted from the principle that everything that had not been tested before was an assumption and that it couldn’t be discarded.
After several tests and $10,000 USD spent, we learn that users responded to fresh messages, and that were particular to their mood. What worked best was using sports or other external events to communicate a sense of need to the customers. The main value was not getting anything you wanted, but the time that they saved and how they could use it for something else: from watching a game to going to get their nails done.
The first great message to work is: Ran out of chips? Don’t miss the game! Order at “xx” and get it in minutes”.
CPI decreased from $8usd to $1usd, and we were able to start focusing on first purchases instead of CPI. After just 3 months, the cost per purchase was 1/4th the price from the original price. And the ALV went up by 30% by ensuring a better quality of customers!
Paid Ads,Paid Ads,Email Marketing,CRO,Other
Technology
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Atlassian, a B2B workplace collaboration software company, was heading towards a cloud-first future where it needed to move its marketing processes from being focused on high-touch single product journeys to now self-serve (user onboards on their own), low-touch (light chat support based on bronze/silver status) and high-touch (gold status, enterprise customers) across many products and apps.
The technology, marketing and sales teams were misaligned, and looked for a partner who could speak marketing + sales + technology, which was the role I played. My responsibility was in leading product managers and program managers to enable strategies in lifecycle marketing (prospects growth, lead acquisition, nurture programming, conversion and retention) and move freemium users through the upgrade path, with the goal of activating low-CAC flywheel marketing.
Michael was unsure if there was a viable market opportunity to provide virtual dermatology to Americans. He needed a viable way to test his business idea quickly. He turned to me to build out a paid ad program to gather leads for Clear Health.
The two of us needed to determine viable benchmarks of the cost per lead to determine whether or not this was a profitable business venture to supplement Nefaire. Additionally, we needed to determine the best ad platform to reach people interested in online dermatology.

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