One account in full, the rest in brief. No client name ever sits on the same line as a revenue figure, so each story names the market and the category instead of the brand. The brands themselves are listed at the bottom, without numbers.
A luxury hotel asked me to grow its direct bookings. Everyone assumed that meant a bigger budget.
Most of the property's business ran through the online travel agencies. That meant a commission on every room and almost no control over the guest. Direct bookings, the ones the hotel keeps in full, were flat.
When bookings are flat, the instinct is to spend more. But more budget on a broken funnel does not fix the funnel, it just drains faster. So before touching the budget I looked at where it was already going, and almost none of it was reaching the people who actually book a room like this.
Most chase reach. They buy impressions from anyone who has ever looked at a beach photo, because reach is cheap and it feels like progress.
But a luxury room is not an impulse buy. The person who books it researches, compares and decides over days. Spread the budget thin across everyone, and the few people who were ready to book never see enough of you to trust you. You pay to be seen by people who will never book, and you underspend on the people who almost will.
The two numbers I care about more than the headline are the second and third. Together they say the growth came from more people booking, not from a handful of large orders flattering the average.
The 423% came off a low base. A jump that size is only possible when the starting point is small and the foundation is weak. A property already doing strong numbers will not repeat it. The method is the same at any size: find the budget being wasted, and move it to where it converts.
The short version of each. The figures, the sources and the screenshots are all here.
A supplements brand launching with no account history, no pixel data and no audience to retarget. Everything was built from zero: the tracking, the creative testing, the offer structure and the channel mix.
Traffic was never the problem. The money was being lost between the product page and the payment screen, which is where most stores in this region quietly leak the majority of their revenue.
A five-star resort that wanted direct bookings well above the year before. I planned and tuned the booking campaigns around the platforms and markets most likely to turn into a stay. Revenue rose 71% on the previous year, with 21% higher conversion and 41% more transactions.
A five-star hotel in Dubai that wanted more direct revenue from one booking channel. I built campaigns for that channel alone, and put the budget on the audiences most likely to book direct.
I write the plan and then I go and build it in the account. That is unusual, and it is the reason the numbers on this site exist.
Meta, Google, TikTok, Snapchat and LinkedIn. Account structure, audience strategy, creative testing and weekly budget decisions rather than monthly reports.
Shopify, Noon and Amazon. Product pages, checkout flow, cash on delivery and returns, and the profit per order that survives all of it.
Entering the UAE or Saudi market from nothing. Positioning, pricing, channel mix and the launch calendar built around the region's real seasons.
GA4, pixels, server-side events and UTM discipline. If the numbers cannot be trusted, nothing built on top of them can be either.
Campaigns that work in Arabic and English at the same time, written twice rather than translated once. Brief, direction and the testing loop.
Briefing designers and media buyers, running the weekly review, and leaving behind a way of working that keeps running after I do.
Every brand below is one I have run campaigns for, in-house or agency side. Which figure belongs to which name stays between me and them.
One email with your account, your market and the number that is bothering you. If I am not the right person, I will say so and point you at someone who is.
