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The Client
Great Wrap makes home-compostable cling wrap from food waste. Take the byproduct of potato chip production, turn those pellets into cling wrap, and you have a direct replacement for Glad Wrap minus all the plastic. The product is identical in function to what you already have in your kitchen drawer. The difference is that it breaks down in a home compost bin instead of sitting in a landfill for 400 years.
The company was founded by a husband-and-wife team in Melbourne, Australia. They originally built the business around B2B compostable pallet wrap for commercial shipping. When COVID shut down shipping lanes, they pivoted to B2C and launched the household cling wrap product.
That pivot meant they were starting from scratch in a new market with a product most consumers had never seen before.
The Problem
Great Wrap came to Brighter Click in June 2021 with three problems stacked on top of each other.
The ad account was brand new. They had tried running Facebook ads internally and spent almost nothing before reaching out to us. The pixel had almost no data. Their campaigns were running link click and landing page view objectives alongside purchase campaigns, and CPAs were landing between $18 and $40 AU. With an average order value of $28 AU, those numbers meant every sale lost money.
The economics were brutal. A $28 AOV meant we needed a sub-$10 AU CPA to make the unit economics work. That is a tight margin with almost no room for error, especially on a cold ad account with no historical conversion data to feed the algorithm.
The product required education, not just advertising. Great Wrap was a category disruptor. Most people had never heard of compostable cling wrap. They were not searching for it. They did not know it existed. We could not simply run product ads to an audience that was already shopping the category because that audience barely existed. We had to build the category awareness and the purchase intent at the same time.
On top of all of this, the founders were preparing to raise Series A funding. They needed to prove market traction within the first three to six months of our engagement. The paid media results were not just a growth lever. They were going to become part of the investor pitch deck.
The Strategy
The Core Insight
With a disruptor product, you cannot lead with the product. You have to lead with the problem, normalize the solution, and then let the product sell itself. We built the entire creative strategy around three pillars: educate, normalize, and connect.
We also had a targeting constraint most agencies do not face. The obvious audience for compostable cling wrap is people who are already passionate about reducing plastic waste. But that audience is small. If we only targeted the sustainability crowd, we would cap out fast and never hit the scale the founders needed for their raise. We needed messaging wide enough to reach mainstream consumers who had never thought about what their cling wrap was made of.
Top of Funnel: PR Content as Native Ads
Great Wrap's in-house team had secured press coverage from major Australian news networks. Most brands treat PR as a one-time brand moment. We treated it as performance creative.
We took the news segments and formatted them as ads designed to look as native to the Facebook feed as possible. When someone scrolled past one of these, it did not look like an ad. It looked like a news story that happened to appear in their feed. That distinction is everything on a platform where users have been trained since birth to scroll past anything that looks like it was made by a marketing team.
The PR ads went viral almost immediately. We saw thousands of likes, comments, and shares on conversion-optimized campaigns. The social proof compounded in real time: every comment and share made the next viewer more likely to stop and watch. And because the content was a legitimate news segment, it carried implicit credibility that no brand-produced ad could match.
The result: top-of-funnel new customer acquisition at under $10 AU CPA from the very first month.
Bottom of Funnel: Founder Story and Brand Mission
For retargeting, we shifted from third-party credibility (the PR content) to first-party connection. The goal was to build trust and affinity with people who had already been exposed to the brand at the top of the funnel.
We ran static ads with compelling copy centered on two themes: the founder story and the brand mission. The founder story ads localized the plastic waste problem. This was not a faceless corporation telling you to save the planet. This was a married couple from Melbourne who decided to do something about it. By narrowing the location focus to Australia, we worked to eliminate the bystander effect. The problem felt local. The solution felt personal. The action felt achievable.
The brand mission ads connected the purchase to a purpose larger than the product itself. You were not buying cling wrap. You were voting with your wallet for a world with less plastic.
Both angles were designed to feel native to the platform. No hard CTAs. No "Shop Now" energy. The ads read like posts from someone you might actually follow.
The Execution
Month 1: Testing
We started conservatively. The ad account was essentially brand new with minimal pixel data, so we focused the first month on testing creative angles, audiences, and messaging rather than spending aggressively. We tested which PR segments resonated, which founder story angles drove engagement, and which audience segments showed early purchase intent.
Even at a low spend, we started seeing CPAs in the $8 AU range. The signal was there.
Month 2: Scaling
Based on the testing data, we scaled spend from the first month to a significantly higher level in month two. Under normal circumstances, we recommend scaling at 20% increments to give the algorithm time to adjust. But the investor timeline compressed everything. We needed to show traction fast.
The results held. CPAs across campaigns came in at $9.36, $7.80, $6.89, and $5.75 AU. We were generating hundreds of purchases per campaign while staying well under the $10 CPA target. Revenue for the month hit 3.65x what it was in the month before we started.
Month 3: Acceleration
By the third month, we had a full-funnel system running: PR content driving awareness and new customer acquisition at the top, founder story and brand mission content building trust and driving conversions at the bottom.
Revenue hit 2.99x the previous month. In three months, total revenue had grown 993% from where it was when we started.
The Results
$8 AU average CPA on first purchase. Against a $28 AU average order value, every new customer was acquired profitably from the first transaction. On a cold ad account. In a product category most people did not know existed.
Revenue tripled month over month for two consecutive months. Month one to month two: 3.65x. Month two to month three: 2.99x. Total growth across the first three months: 993%.
$24 million raised in Series A. The founders used the paid media growth data as proof of market traction in their investor pitch. The sales trajectory, customer acquisition cost, and repeat purchase data gave investors confidence that the business could scale. The round closed, and Great Wrap used the funding to purchase new production equipment, improve product quality and durability, and expand operations.
Expansion to the United States. Following the raise, Great Wrap began scaling into the US market. We built out a dedicated US ad account to support the launch.
What the Founder Said
"We've continued to grow and triple our revenue month on month since we've started working together, which is amazing. I was originally kind of hesitant to work with an agency just because I felt that I knew enough about the brand without needing all of that additional work. And I really felt like I probably was not going to be getting what I was paying for. I honestly just can't recommend Colby highly enough. We've just seen such amazing growth and it's so exciting."
Julia Kay, Co-Founder, Great Wrap
Why This Worked
This case study is not just about scaling ad spend. It is about what happens when creative strategy is built around the specific challenge of the product, not around a generic Facebook ads playbook.
Great Wrap's product required education. We used PR content to educate.
Great Wrap's product required normalization. We used news segment formatting to normalize.
Great Wrap's product required emotional connection. We used founder stories and localized mission messaging to connect.
Every creative decision was made in service of the product's specific challenge. That is the difference between an agency that manages ads and an agency that builds creative strategy. The ads are the output. The strategy is the work.
