AGERAS

International performance marketing creates a fundamental trade-off: there needs to be enough standardisation for marketing to be managed and compared across markets. But there also needs to be room for local differences.

I therefore worked with a model in which core principles for performance, creative and communication could be used across markets, while local marketing teams could continue to work with their own market.

That made it possible to work more systematically with questions such as:

• Which campaigns perform best?
• Where is CPL highest or lowest?
• Which messages work across markets?
• What requires local adaptation?
• Which creative directions should be scaled?
• Is the problem media, creative, targeting or the funnel?

The goal was not to make every market identical. It was to make them comparable and easier to optimise.

Central direction without removing local knowledge. I also worked with local marketing teams on content and campaign execution. That created a way of working in which the central performance function could contribute:

• Performance data
• Creative direction
• Campaign learnings
• Structures
• Paid expertise

while local teams had closer knowledge of:

• The market
• The language
• Local messages
• Customer behaviour
• Commercial conditions

The strongest solution was therefore not necessarily full centralisation. It was creating a common framework that local teams could work within.

I worked on bringing the international paid social communication together around a more consistent Ageras identity rather than mainly using the local sub-brands as senders. I briefed Global Design and produced the ad assets myself in Figma, based on their design elements. Copy and translations were coordinated across markets.

Part of the work was about changing the visual direction for paid social. Performance marketing is often treated as mainly a question of targeting, bidding and campaign structure. But the ad platform cannot compensate for creative that fails to create interest or communicate value clearly.

I therefore worked with:

• A new design direction for paid social
• Ad concepts
• Copy
• Messaging
• Formats for different platforms
• Feedback on content from local teams

Creative was treated as something that could be tested and improved based on performance, not as a separate brand output. That created a stronger connection between:

A stronger visual expression also required a clearer message. Creative direction was not only about design. I also worked with a new communication direction for paid social and in a more structured way with:

• Hooks
• Value propositions
• Copy
• Ad messages
• Connection between creative and CTA
• Differences between platforms and audiences

The goal was that the ad format should not only be visually recognisable. It should also communicate the product’s value faster and more precisely.

Ageras worked with lead generation, which meant the platform’s CPL was only one part of the performance picture. Rather than optimising only for as many form submissions as possible, acquisition had to work in an organisation where leads were subsequently handled by sales teams.

That made it necessary to think of lead generation as a chain.

Among other things, I worked with dynamic lead forms and with the ongoing connection between marketing and Sales. I coordinated continuously with Sales in both Europe and the US on lead generation.

That is an important part of the case: paid did not create the end result alone. It created input for a subsequent sales process.

In close collaboration with Sales, lead quality was reviewed twice a week. The feedback fed into the optimisation of audiences, LinkedIn Conversation Ads, lead forms and landing pages. I also advised on the options for more dynamic lead qualification through Typeform.

My main paid work at Ageras covered Meta and LinkedIn. The two platforms have different strengths, audiences and economics, so I did not assume that the same format or communication should necessarily be used in both places.

The work covered:

with a focus on how paid could contribute effectively to the overall acquisition model.

Alongside the creative development, I worked hands-on with audience testing, campaign structure and budget allocation. I developed methods for meeting local CSO priorities with controlled budget changes that respected the platforms’ learning phase. I was also responsible for making sure the ads were produced within the financial framework and delivered before the deadline, limiting the risk of ad fatigue.

When acquisition runs internationally, reporting becomes more important than simply showing an overall blended performance. I worked with market-level reporting to understand differences in performance and prioritise optimisation. That made it easier to identify:

• Which markets were developing positively or negatively
• Where CPL was changing
• Which campaigns needed a closer look
• Where creative or communication needed to change
• Where central learnings could be used in other markets

Reporting was therefore not just documentation. It was a decision-making tool for the next iteration.