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marvellous
performance

For businesses spending ₦20 million+ a month

We manage your ad spend like a financial portfolio.

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Big Budgets Hide Big Waste

The senior pitched. A junior runs it.

You met the experienced people in the pitch. The person changing your bids every day has been in the job for a year.

Every platform claims the same customer.

Google, Meta and your analytics each take credit for the same sale. Your finance team doesn't believe marketing's numbers, and they're right not to.

Budget follows habit, not return.

Each channel defends its own share. Nobody moves money to where the next naira earns most, because nobody can see it.

Growth that costs more every quarter.

Spend goes up, results go up a little less, and nobody can say where the returns started falling.

The board asks what the ads actually caused.

And the honest answer is that nobody knows.

Your Ad Spend, Run Like a Portfolio

One set of numbers

One definition of a customer that your finance team signs off, counted once across every platform. Credit arguments stop, because there's only one ledger.

Money moves to the margin

We move budget by what the next naira returns, not by average ROAS. The channel that looks best on average is often the one where the next naira earns least.

Measurement that stays true

Holdout tests run as often as your volume allows, not once a year, so the numbers you decide on are current, not a study from last quarter.

Guardrails

Spend stops automatically when tracking breaks, fraud rises or payback slips past the limit you set.

A person approves every move

Budget moves every week, and a senior person approves every move and writes down why.

Marvellous Esevbode

Founder-Led. Senior Only.

Your account is overseen by our founder, Marvellous Esevbode, and run day to day by a senior account manager. No juniors learning on your budget.

Marvellous has spent over ten years growing businesses across Nigeria, Ghana, Kenya, Uganda, the UK and the US, in e-commerce, travel, fintech, SaaS and mobility.

Meet the founder

Same Budget. More of What the Business Needed.

Three accounts from our founder’s track record. In each one the budget was held flat for a year, and the only question was how much more it could do.

Our founder's workApps01

A US food delivery app

The problem

Operating in 28 metros, it had to win more first-order customers with the budget frozen. Platform-reported numbers were no longer accepted: only deduplicated customers the ads actually caused counted, and payback had to stay under six months.

What changed

One definition of a new customer across Google and Meta, counted once. Budget moved weekly by marginal return, and spend was timed to the months when demand was high and ads were cheap.

Incremental new customers

Cost per incremental customer

Payback: about 4.5 months, every month inside the six-month limit.

The result, Year 1 to Year 2, on the same $14.69 million

Incremental new customers+20.3%
Year 1
418,879
Year 2
503,767
Cost per incremental customer−16.9%
Year 1
$35.07
Year 2
$29.16

Lower is better.

MeasureYear 1Year 2Change
Incremental new customers418,879503,767+20.3%
Cost per incremental customer$35.07$29.16−16.9%

Payback about 4.5 months, every month inside the six-month limit.

Our founder's workE-commerce02

A US DTC brand

The problem

The dashboards looked strong. Restated on what the ads actually caused, after returns and fulfilment, profit was far lower, and Meta was losing money once existing customers and view-through were stripped out.

What changed

Spend on warm audiences and existing customers cut back where it lost money at the margin, new-customer prospecting protected, and Google scaled where the next dollar still returned more than it cost. Halo effects, such as brand search, were measured separately and never counted towards the goal.

Incremental contribution after ads

New-customer share of orders, from 50.2%

Budget, the same both years

The result, Year 1 to Year 2, on the same $50.4 million

Incremental contribution after ads+15.5%
Year 1
$10.72m
Year 2
$12.39m
New-customer share of ordersup
Year 1
50.2%
Year 2
53.1%
MeasureYear 1Year 2Change
Incremental contribution after ads$10.72m$12.39m+15.5%
New-customer share of orders50.2%53.1%up

Meta was still losing money at the end, but less: from −$2.57 million to −$1.75 million, while still bringing in most of the new customers.

Our founder's workFintech03

A regulated South African lending marketplace

Incremental risk-approved activations

Cost per incremental activation

Budget, the same both years

The result, one year apart, on the same $1.6 million

Incremental risk-approved activations+17.4%
Year 1
220,100
Year 2
258,400
Cost per incremental activation−14.8%
Year 1
$7.27
Year 2
$6.19

Lower is better.

MeasureYear 1Year 2Change
Incremental risk-approved activations220,100258,400+17.4%
Cost per incremental activation$7.27$6.19−14.8%

What Finance Directors Ask Us

Your account is overseen by our founder, Marvellous Esevbode, and run day to day by a senior account manager. No juniors learning on your budget.

Bring Us Your Numbers

Tell us what you spend, where it goes, and what your finance team believes about it. The first conversation is about your numbers, not a pitch.