The context (2021):‍

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★ Supplement brand :
Women’s wellness supplement brand covering every stage of life:
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- acne, PMS, gut health, menopause, and more.

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Between 2021 and 2022, the brand grew from €0 to €40k/month, but experienced several months of stagnation without real results.

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➤ Ad spend: $5K–$8K/month.  
➤ Performance was stable and profitable, but Q3/Q4 brought a challenging period with almost no growth
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Our agency began supporting the brand in late 2021, and I joined the project as both Performance Manager and Creative Strategist.

The Turning Point :

Late 2022, we discovered UGC.
At the time, it was barely used in France, almost unheard of.

➤ But this changed everything. We launched three UGC ads.
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➤ It was the right move at the right time.

Growth Came Fast...

➤ The results were immediate. In less than a week, we ran into stock issues.

• Acquisition costs were down 3x, but we had to drastically cut ad spend.

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➤ Even with stock issues, January 2023 ended at $150k.
‍(3x the revenue of December 2022)

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Until 2023, and throughout all of 2022, our growth efforts relied heavily on UGC production.

Around 70% of our Meta ads were UGC, a format we continuously refined and iterated on to maintain strong engagement and conversion rates.

Alongside this, we strengthened our Google Ads structure and optimized the brand’s email marketing strategy, which has the potential to generate up to 30% of total revenue.

We rode the UGC wave at the right time with the right product.

➤ But scaling with UGC alone is much harder today.
➤ Diversifying creatives is now essential

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By the end of the year (2023), these combined efforts resulted in a strong December performance, reaching €270K in revenue, confirming the effectiveness of our refreshed acquisition and retention strategy.

Expansion and Challenges...

In 2024, we diversified both channels and creative concepts while expanding into Europe.

By early 2025, we hit €600k/month (France only), but acquisition costs surged, especially abroad.

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What happened next? How did we get there?

‍At the end of 2023, following a new hire, I kept full ownership of the Creative Strategy while delegating the Performance Manager role.

This allowed me (in 2024 & 2025) to focus on building a solid process and a creative ecosystem capable of supporting the brand’s growth and helping us reach our goals.

Rethinking Our Creative Process

I began rethinking our creative process to improve iteration and better measure the impact of our work.

This included continuously refining our personas, marketing angles, messaging, and concepts, particularly in response to the changes introduced by the new “Andromeda” algorithm.

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★ It favors creative diversity.

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Want to see the ads I produced?

➤ See the ads