Where they started
A premium brand growing one sale at a time.
Oliver Gal makes statement art pieces worth bragging about — loved by celebrities like Paris Hilton and Gwyneth Paltrow, and featured everywhere from Vogue to Architectural Digest. The brand and the demand were already there. The paid account underneath them wasn’t keeping up.
- Its paid growth had been built sale to sale — a prior strategy that leaned on collection drops and sitewide promotions that spiked while they were live and dipped just as hard once they ended.
- Roughly 80% of the ad budget rode on those drops. The account wasn’t profitable, and every month restarted from zero — new drop, new creative, new build.
- Momentum never compounded. Every month, the brand’s results came down to a single bet: whether the next collection drop or sale would land.
What we did
We built an Evergreen engine — and ran it to a disciplined target.
We rebuilt the creative around the artist — not just the art.
Their previous ads didn’t tell a story. They were mostly polished renders of art hanging on blank walls — beautiful, but with no personality and no one behind them. So we put Lola, Oliver Gal’s co-founder and Chief Creative Officer, front and center — founder-led creative that told the story and the personal, human side behind each piece instead of just showing the finished art. It positioned Oliver Gal as the genuinely premium brand it is, at an average order value near $1,000, and gave the account a deep library of proven best-seller creative to run always-on instead of rebuilding from scratch every month.
We merchandised their best-sellers year-round instead of chasing the next drop.
The old playbook launched a collection, ran it for a month, then immediately moved on to the next drop — so the brand’s proven winners went dark the moment the spotlight moved. We put those best-sellers to work all year instead. We leaned heavily into DABA campaigns — dynamic ads that put the best-sellers in front of broad, high-intent audiences — and organized the catalog into custom product groupings by art style, so Meta could match the right piece to the right buyer at scale. With the everyday best-sellers finally carrying their weight, the account could keep spending profitably between promotions: the profitable off-sale spend floor roughly tripled — 3× the everyday firepower, on an ordinary Tuesday, with no sale required to justify it.
We ran the account to a disciplined ROAS target — and turned unprofitable into profitable.
From the start, we managed Oliver Gal to a clear ROAS target and held the account to it every single day — leaning into what was working, cutting what wasn’t, and protecting efficiency as we scaled spend up, not just at small budgets. That discipline moved the brand from unprofitable to a roughly 4× blended return, and in July 2025 delivered its first profitable month outside the holiday season — confirmed by their own accounting, and profitable every month since. With a profitable base underneath it, the work shifted from fixing to building: the two teams now grow the account together, compounding sharper strategy month over month rather than starting each one from scratch.
