Bier Company

What we changed

Scaling to £9M in revenue is the easy part to write down. The hard part is doing it without the wheels coming off — and that takes a plan, not a panic.

We forecast first. A 12-month revenue forecast fed a spend plan, a stock runway and a merchandising calendar. Bier knew what each selling season needed before it arrived, so scaling was a decision, not a scramble.

We scaled against a floor, not a vanity target. Every increase in spend was checked against blended return and contribution margin. The 3.46× blended ROAS held because the floor held.

We raised the quality bar everywhere. Creative, campaign structure, measurement — scaling exposes weak links, so we strengthened all of them at once rather than pouring more budget through cracks.

The result

£9M of revenue from £2.6M of spend, through some of the highest-growth days the company had ever seen — and a marketing operation that came out of it stronger, not more fragile.

That’s what owning the outcome looks like: not just hitting the number, but leaving the business in better shape than you found it.