Section 1 · The Problem
Ponce sells professional aesthetic and podiatry equipment to clinics, beauty professionals, and aesthetic specialists. LED phototherapy devices, electrocauterization equipment, treatment protocols, and the consultation infrastructure clinics need to operate. Average ticket: roughly R$2,000. Sales close over WhatsApp, after a real conversation with the sales team. The ad opens the door. The sales team closes the deal.
Ponce had been in business for over a decade when Danilo first reached out to Loocro in early 2020, during the pandemic. The company had never run paid ads. Market share was around 1%, meaning 99% of potential clinics were still buying from competitors.
A marketing consultant pointed them toward Loocro. We built the entire growth engine from scratch: campaign structure, creative system, audience segmentation, conversion tracking. Over the next two and a half years, Ponce averaged over R$200,000 in monthly revenue with Loocro managing paid media.
Then, in December 2022, Danilo and his partner decided to bring marketing in-house. They wanted to test what they could do themselves, and they also experimented with other agencies along the way.
Section 2 · The Diagnosis
When Ponce came back in May 2025, we had two and a half years of data to read alongside the original Loocro data. The diagnosis crystallized around three observations.
01The 2.5 years away exposed what was missing.
Monthly revenue between January 2023 and May 2025 averaged around R$199,000. Not a collapse, but the company didn't grow even above inflation to stay healthy. That was concerning. Ponce had tried internalization, then experimented with other agencies along the way. The early service from those agencies was attentive, but over time the focus drifted and the partnerships faded. What couldn't be replicated, either by the in-house experiment or by a sequence of vendor relationships, was harder to name: the strategic layer that comes from working across dozens of companies simultaneously, the weekly rhythm of someone outside the business challenging assumptions, and the market perspective that no rotating cast of part-time providers can manufacture.
02The existing account had real value that shouldn't be thrown away.
Two and a half years of pixel signal, audience history, and account structure had been accumulated. Restarting from zero would have meant a learning phase that Ponce couldn't afford to stomach mid-flight. The right move was to take over the account intact and rebuild gradually, not to nuke and replace.
03High-ticket consultative B2B is a sales-team-dependent operation.
Danilo and his business partner are technicians. They know the product inside out. The ads alone don't close anything in this business, they open a WhatsApp conversation that the sales team has to convert. Any campaign architecture had to be designed around what the sales team could actually handle: lead quality matters more than lead volume, and the right buyer profile is worth more than ten of the wrong ones.
The diagnosis: take over the account intact, rebuild the strategic and creative layer on top of preserved structure, and design the campaigns around the sales team's capacity, not against it.
Section 3 · What Changed
We took over the existing Ponce account in June 2025 with the same structure and pixel history intact. The goal wasn't a hard reset. It was to protect the revenue already coming in while layering the new architecture piece by piece. Don't break what's working. Make room for what comes next.
Campaign architecture rebuilt by intent layer.
Google captured high-intent buyers searching for specific equipment models, treatment protocols, or clinical applications. Meta built reach among clinic owners and aesthetic professionals who matched the buyer profile but hadn't started actively searching yet. Each platform got the bid logic, creative format, and audience structure that matched what only it could do.
Reporting moved to ROAS segmented by campaign, audience, and creative.
Blended ROAS stayed on the monthly headline (and as the table below shows, the blended numbers themselves are remarkable). Behind the headline, the segmented numbers drove the weekly reallocation: which audience deserved more budget, which creative was carrying the channel, which campaign should be scaled and which should be cut.
The strategic layer reactivated.
Weekly conversations with Danilo about what's working, what's not, and what to test next. Market perspective from working with dozens of other companies simultaneously. The kind of outside-the-business thinking that no in-house team can manufacture alone, no matter how talented.
Section 4 · The Metrics
| Month | Revenue (BRL) | ROAS |
|---|
| Jun/2025 | R$159,899 | 23.1x |
| Jul/2025 | R$273,448 | 24.8x |
| Aug/2025 | R$341,438 | 39x 1 ■ |
| Sep/2025 | R$327,980 | 22.8x ■ |
| Oct/2025 | R$363,392 | 23.1x |
| Nov/2025 | R$507,393 | 22.4x ■ |
| Dec/2025 | R$181,173 | 12.7x ■ |
| Jan/2026 | R$242,990 | 18.9x |
| Feb/2026 | R$254,243 | 15.0x ■ |
| Mar/2026 | R$364,599 | 22.8x ■ |
| Total / 21x avg | R$3,016,555 (~$603K USD) | |
■ = monthly all-time record (best month in that month-of-year across the company's history). 1 August ROAS: total monthly revenue / Meta Ads spend.
Read the table this way: Six monthly all-time records in ten months. 2025 was the best year in Ponce's 13-year history, surpassing the previous record set in 2021 (the last full year with Loocro). Average monthly revenue since the return is roughly 52% higher than the 2.5-year average during the internalization period.
R$3M+ (~$603K USD) in revenue. Ten months. Second stint.
Section 5 · The Business Impact
The records are real, but the records aren't the deepest result. The deepest result is what changed for Danilo and his partner.
They're technicians by training. Every hour they spent worrying about ad performance, comparing agency proposals, or debating creative direction was an hour they weren't spending where they create the most value: on the product, on the clinics they serve, on the sales conversations that close R$2,000 tickets one at a time.
The return to Loocro gave them their week back. Weekly calls cover strategy and reallocation. The execution runs without them. The records that followed weren't only the campaigns getting smarter. They were the founders getting back to the work only they can do.
"What counted most when we came back was the strategic part. My partner and I are technicians. We always looked for someone who could help us with sales strategy. And a company only buys the idea when it trusts its partner."
That's the part that's hard to internalize. That's the part Ponce realized was worth coming back for.
