Case 02 · Sports Nutrition
Jocko Fuel
More new customers at half the acquisition cost — and better customers, not just cheaper ones.
2.5×
New customer growth
33%
MER improvement
4x
Creative testing throughput
The situation
Real scale, but acquisition cost was climbing and growth was being bought with discount.
When the engagement began in October 2025, the business had real scale but acquisition efficiency was deteriorating. Volume could be pushed, but only by leaning on promotion — the strongest months carried the deepest discounts. The constraint wasn't demand or budget. It was that nothing in the account connected creative output, channel allocation, and margin into a single decision.
The approach
One plan across paid media, creative, and lifecycle — graded on contribution margin, not channel metrics.
We took over paid media on Meta and Google, built the performance creative, and ran email and SMS as one system rather than three workstreams. Creative volume and variance were engineered against what allocation actually needed, spend moved to marginal return weekly, and every decision was graded against the P&L rather than platform-reported ROAS. Emerging channels were built out where the economics justified it, not because they were new.
01 / PAID MEDIA
Meta and Google run as one budget, reallocated weekly to marginal return.
02 / CREATIVE
Testing throughput roughly quadrupled — the volume the scale required to avoid fatigue.
03 / EMAIL & SMS
Lifecycle driving a consistent share of new-customer acquisition and record repeat order volume.
04 / CHANNEL EXPANSION
New channels built out where unit economics justified the spend, then scaled.
The outcome
From roughly 4,600 new customers a month to over 11,000 — with CAC cut nearly in half.
Across the engagement, new customer acquisition grew 2.5× while media efficiency improved 33% on an MER basis. Critically, the growth wasn't bought: the total discount rate fell sharply over the same period and subscription mix recovered, meaning more customers arrived at lower cost and were worth more once acquired. Repeat order volume reached its highest point on record.
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