New York · Performance marketing for DTC and ecommerce
Growth that survives a margin review.
Bold runs acquisition, retention, conversion and creative for DTC and ecommerce brands doing
$2M and up online. One team, one number: contribution profit. Every figure on this page is a raw dashboard
export from a client account, with the date range left in.
Total US ecommerce revenue (USD) in accounts we have operated
$59.7M
Single furniture account, Jan 2022 to Dec 2025
$3,039
Average order value reached on high-ticket furniture, up 61%
80+
Brands operated across four markets
Meta & Google catalog architecture7,400-item feeds rebuiltKlaviyo lifecycle from zeroHigh-ticket AOV growthShowroom + online blendedBlended MER & CAC paybackMeta & Google catalog architecture7,400-item feeds rebuiltKlaviyo lifecycle from zeroHigh-ticket AOV growthShowroom + online blendedBlended MER & CAC payback
The $30K a month problem
You are spending like a serious brand and reporting like a guess.
At $30K a month and up, the question stops being "is marketing working" and becomes
"which of these numbers do I actually believe". Most brands at this stage are not short of dashboards.
They are short of one view they could defend to a board, a lender or a buyer.
01
Attribution that falls apart under questioning
Platform ROAS says 4x, the bank says otherwise. Three tools report three numbers and nobody can
explain the gap, so budget decisions get made on the most flattering one.
02
An agency that flattens on complexity
Thousands of variants, long consideration windows, financing, delivery lead times, showroom traffic.
Generalist teams run the playbook that works on a $40 product and quietly stall at your catalog.
03
Growth that does not survive the P&L
Revenue climbs, contribution margin does not. Discounting, returns and rising CAC eat the gain,
and it only shows up a quarter later when the year is already committed.
The real problem is rarely the media. It is that nobody owns one number end to end.
The mechanism
One team. One number: contribution profit.
Split your growth across a media agency, an email freelancer, a CRO tool and an
analytics contractor and you have not bought six specialisms. You have bought six sets of incentives,
each optimising a metric that can improve while your business gets worse.
The media buyer defends ROAS. The email agency defends attributed
revenue. Both claim the same order. Nobody is accountable for what is left after cost of goods, shipping,
returns and ad spend, which is the only number that pays salaries. We run all of it as one P&L line,
with measurement rebuilt first so the line can be trusted, and we report against it every week.
The six disciplines below are how we get there. They are evidence,
not a menu, and the audit decides which one moves first.
Paid media
Creative
Lifecycle
CRO
Measurement
Merchandising
↓ one team, one weekly cadence ↓
Contribution profit
Revenue after cost of goods, shipping, returns and media. The number your business actually banks.
Who you are dealing with
A New York firm, with a phone number that gets answered.
No lead form maze, no offshore account manager rotation. The people who write the plan
run the account, and the fastest way to test that is to call the number below.
BackingBold is backed by a New York law and business advisory practice, and founder-led by an attorney who has spent his career advising business owners in this city. When your growth partner and your counsel sit at the same table, the numbers get looked at the way a buyer or a lender would look at them.Wording pending sign-off before launch
High ticket and high consideration
The category most agencies quietly avoid.
We run every DTC category. Furniture and high-ticket home is where we have gone deepest,
because it is the hardest version of the problem: a $3,000 sectional is not a $40 supplement. Six things
break here that do not break anywhere else. Pick one.
Your buyer takes six weeks to decide, and your reporting gives all the credit to the last ad they saw.
Long consideration windows break last-click reporting. Retargeting looks like a genius channel,
prospecting looks like waste, and budget quietly moves to the ads that were going to convert anyway. We rebuild
measurement, server side tracking and blended reporting before a dollar of budget moves, so the channel that
actually creates demand stops getting defunded.
Measurement first, always. No budget changes in week one.
Thousands of variants, finishes, dimensions and lead times, and a product feed that keeps disqualifying them.
High-ticket catalogs break feeds in ways that never show up on a small catalog: missing attributes,
variant sprawl, stock and lead-time mismatches. We have rebuilt a 7,400-item feed at the attribute level, after
which 60% of Google budget ran profitably through catalog ads instead of brand search.
7,400-item feed rebuilt · 60% of Google budget moved to catalog
Everyone is optimising the bid. The money is in what a customer buys when they finally say yes.
On a considered purchase, average order value moves margin harder than any bid strategy.
Bundles, room sets, financing prompts, delivery framing and merchandising are performance work, not design work.
On our largest furniture account, order value went from $2,151 to $3,039, up 61%.
AOV $2,151 to $3,039 · +61%
Your second order is eighteen months away, so the usual retention playbook does nothing.
There is no thirty day repeat purchase to flow toward. Retention here is referral, review,
trade programmes and room by room expansion, plus a lifecycle that keeps you present during a long decision.
Built properly, owned channels have carried between 9% and 20% of total store revenue on accounts we run.
$802,825 owned-channel revenue on a $16.4M store
Half your customers finish the purchase in a showroom, and your online CAC is being blamed for it.
If in-store revenue is invisible to reporting, the online channel is carrying cost for revenue it
never gets credited with, and you end up cutting the exact spend that fills the showroom. We blend online and
offline revenue before we judge any channel.
Blended MER and CAC payback, not platform ROAS
One bad Black Friday and the year is gone.
High-ticket seasonality is unforgiving: a handful of weeks decide the annual number, and
inventory and delivery lead times mean you commit months before you find out. We plan peak in September,
not the week before. Peak day on our largest account: $286,307 in twenty four hours.
$286,307 in a single day · Black Friday
Proof
The numbers, with the dashboards attached.
Every figure below is a raw export from the client platform:
Shopify, Meta Ads Manager, Google Ads, Klaviyo, Omnisend. Unedited screenshots, full date ranges, no cropped
y-axes. All figures in USD. Slide through them, click any screenshot to enlarge it, and if a number is on this
page we can open the account on the call and show you where it came from.
United States · Furniture DTC · $2K to $3K AOV
A New York furniture retailer
Growth and retention run end to end. Email built from near zero, a 7,400-item catalog feed rebuilt before
any budget moved, and average order value taken up 61%. Four straight years above $14M, which in furniture
matters more than any single spike.
$59.7M
Total sales, Jan 2022 to Dec 2025
$562,584
Meta revenue on $92,269 spend · 6.10x
$2.54M
Google conversion value on $544,600 · 4.66x
$3,039
Average order value, up 61%
$179,928
Email revenue in one 30-day window
$286,307
Peak single day, Black Friday
Shopify · total sales 2023 · $15,285,449Shopify · total sales 2024 · $14,583,109Shopify · total sales 2025 · $14,071,625Black Friday 2023 · $286,307 in one dayBlack Friday 2024 · $221,810Black Friday 2025 · $214,556Meta Ads Manager · $92,269 spend, $562,584 value, 6.10xGoogle Ads · $544,600 cost, $2,538,496 conversion value
United States · Two more furniture and home brands
High ticket, four years, no dips
Two further US accounts run on the same model. Both sit in the $1.7K to $2.7K order value band where a
single bad month of blended CAC eats the quarter. Both grew order value while scaling spend, which is the
only version of growth that survives contact with a P&L.
$6.08M
Brand A, four-year sales · AOV $1,688 to $1,955
$3.90M
Brand B, four-year sales · $2,655 average order
5,194
High-ticket orders across the two
Shopify · $6,079,646 across 3,714 orders, 2022 to 2025Shopify · $3,896,787 at a $2,655 average order value
United States · Retention across the portfolio
The channel that pays for the other ones
High-ticket buyers take weeks to decide. Lifecycle email and SMS carry that gap, so retention is built
before paid spend scales, not after. Owned channels regularly land between 9% and 20% of total store
revenue on accounts we run.
$802,825
Owned-channel revenue on a $16.4M store
$275,206
Attributed revenue on a second account, up 47%
73.6%
Average email open rate
Omnisend · $802,825 owned-channel revenue on a $16.4M storeKlaviyo · $179,928 in 30 days, 59% from automated flows
International accounts, shown as multiples: 12.66x Google return · 70% revenue growth in a season · open rates lifted from 8% to 60%
What clients keep us for
The three things we get hired to fix.
Client names are kept private by request, and the quotes below are paraphrased from first calls. What is not
paraphrased is the number each account landed on: every figure is backed by the raw dashboard export above,
and we will open the account live on the call.
"We are spending more every quarter and I cannot tell you what it earns."
Reporting rebuilt before a dollar of budget moved: server-side tracking, blended reporting,
showroom revenue folded back in. Media then scaled against one number instead of three.
$59.7M in tracked sales over four years, four straight years above $14M
US furniture retailer · $2K to $3K order value
"Our catalog is too complicated for every agency we have tried."
A 7,400-item feed rebuilt at the attribute level, variants, finishes and lead times included,
after which the majority of Google budget ran profitably through catalog ads rather than brand search.
$2.54M Google conversion value on $544,600 of spend
US home and high-ticket · complex catalog
"Everything stops the moment we stop paying for traffic."
Lifecycle built from close to zero: flows, segmentation and deliverability first, campaigns
second, so owned revenue carries the long consideration window instead of paid retargeting.
$802,825 owned-channel revenue on a $16.4M store, 73.6% open rate
US retention programme · portfolio account
Named references available on request, under NDA where the client asks for it
What we run
Six disciplines. One P&L.
You can hire five specialists and spend your week translating between them, or you can hire one
team that treats acquisition, retention, conversion, creative and measurement as a single number. Which lever
moves first is the audit's job to answer, not the pitch's.
01 / ACQUISITION
Get in front of the buyer.
Meta and Google structured for lifetime value rather than last click,
with catalog and feed architecture that can carry a high-ticket range.
Meta, Google Search, Shopping and PMax
Catalog and feed architecture at the attribute level
Budget liquidity across platforms
Static, motion and UGC creative on a weekly test cadence
02 / CONVERSION AND RETENTION
Make every visit worth more.
Product page, financing prompt and checkout work that gets tested rather
than debated, then the lifecycle layer that stops you buying the same customer twice.
CRO: product pages, popups, checkout, order value engineering
Analytics and unit economics: server-side tracking, blended MER, CAC payback
Web, design and technical SEO
How the engagement runs
Audit first. Always.
No retainer is quoted before we have seen your numbers. The audit is free, written, and ranked by
revenue at stake rather than by what we would like to sell you. You keep it either way.
01
Audit
Paid, retention, funnel and unit economics reviewed in about five US business days. Findings ranked by the money on the table.
Your risk: none. No fee, no contract, no obligation to continue.
02
Measure
Server-side tracking and blended reporting go live before we touch a budget. If it cannot be measured, we will not spend against it.
Your risk: the reporting is yours, in your accounts, not ours.
03
Scale
Media, creative and CRO on one weekly cadence. Every test carries a decision attached to it, not a slide.
Your risk: one number reviewed weekly, so a bad month is visible in week one.
04
Compound
Retention and lifecycle close the loop, so each customer is worth more than the last and the next dollar of spend gets cheaper.
Your risk: owned channels stay yours if we ever part ways.
Fit
We say no a lot.
A fit if
You are a DTC or ecommerce brand doing $2M and up online
You are spending $30K and up a month on media
You can tell us your contribution margin, or you want to find out
High ticket, high consideration or complex catalog is where we are strongest
Not a fit if
You want the cheapest media buyer on the call
You measure success in last-click ROAS
You want brand strategy before you want growth
You need the retainer approved before the audit is read
You are under $2M online, we would be taking your money
A separate practice
Raising capital? That is a different desk.
Bold also gets founders raise ready for crowdfunding: the campaign page and story, the video script,
the investor facing infrastructure and the presence behind it. Fixed scope, fixed price, one to three weeks.
Separate from the growth business, and you never need one to get the other.
A written audit of your acquisition, retention and conversion setup, ranked by revenue at stake. At $30K a month,
a 15% leak is $54,000 a year leaving the business while you decide. Findings are yours to keep either way.
