- Revenue up 30%
- Ad spend up by 12%
- MER% Down 13%
- Blended ROAS up 15%
- New customer orders up by 32%
Background
Sinners Attire is one of the UK’s fastest-growing streetwear brands, known for its bold designs, premium fits, and culture-led identity that resonates deeply with a loyal, returning customer base. With a constantly evolving product line, strong brand equity, and a highly engaged audience, Sinners has become a major force in the streetwear space - blending trend-led drops with consistent, elevated everyday essentials.
2025 marks our second full year partnering with Sinners Attire, and the focus has shifted from fixing foundations to scaling intelligently. After a strong first year of restructuring, creative evolution, and performance stabilisation, the goal for year two was clear: drive incremental growth, bring in more new customers, and scale revenue efficiently without sacrificing profitability. With revenue up 30% YoY, ad spend up just 12%, blended ROAS improving by 15%, and new customer orders increasing 32%, Sinners Attire is closing out 2025 in a stronger, more sustainable position than ever - proof that long-term, data-led optimisation compounds year after year.
Year two with Sinners Attire required a different kind of strategy - one centred around incremental growth, efficiency, and profitability, rather than the foundational rebuilding work we carried out in 2024. With the brand now operating at scale and the UK market approaching saturation, our focus shifted toward tightening performance, expanding reach, and unlocking new customer acquisition without inflating costs.
We began by revisiting the challenges identified toward the end of year one: over-indexing on existing customers, limited upper-funnel reach, and signs that the UK was approaching its total addressable audience. To counter this, we prioritised more diversified upper-funnel content, refreshed creative angles, and a broader storytelling approach designed to introduce Sinners to new demographics - not just deepen engagement with the existing base.
Efficiency was a core pillar of our 2025 strategy. We operated to a tighter MER% target, ensuring we weren’t simply “buying revenue” for the sake of headline numbers. Every decision - from creative testing to budget allocation - was made with profitability in mind. We constantly evaluated CAC, MER%, blended ROAS, and channel overlap to ensure the brand was scaling sustainably, not aggressively at the expense of margin.
To unlock new incremental volume, we expanded beyond the UK, leaning heavily into Australia and the United States, both of which became strong contributors to net-new customer acquisition in 2025. This allowed us to continue growing without relying solely on a UK audience that was nearing saturation.
By blending efficiency, new-market expansion, strategic upper-funnel investment, and stricter commercial discipline, we drove healthy, profitable YoY growth - proving that Sinners Attire can scale sustainably even as the brand matures.
To deliver incremental, profitable growth in year two, our first move was to rebuild the account architecture around efficiency and reach, rather than pure top-line scale. We introduced a tighter budgeting framework, allocated spend relative to MER targets, and implemented stricter rules around how much revenue we were willing to “buy” during key sales periods. This ensured every pound spent contributed meaningfully to bottom-line profitability - not just gross revenue.
A major unlock came from addressing the reach issues identified at the end of year one. We expanded Sinners’ creative mix by producing more upper-funnel, scroll-stopping content, designed specifically to tap into cold audiences and reduce over-reliance on existing customers. New hooks, new angles, and new storytelling formats allowed us to break out of the UK’s maturing TAM and introduce the brand to completely new demographics. This created a healthier funnel, improved first-time impression ratios, and stabilised CPAs across prospecting.
Revenue up 30%
Ad spend up by 12%
MER% Down 13%
With the UK showing signs of saturation, we leaned into international expansion, scaling Australia and the USA with purpose-built creative and tailored account structures. Both regions became strong contributors to net-new customer acquisition and delivered some of the most efficient growth of the year - allowing Sinners to continue scaling without pushing UK efficiency beyond its limits.
Throughout the year, we maintained a rigorously data-led creative feedback loop, continually reviewing how hooks, formats, and funnel stages impacted CAC, ROAS, and MER. This ensured we doubled down on formats that drove incremental revenue while cutting back on anything that inflated costs without adding efficiency.
By combining tighter commercial discipline with stronger creative diversification and strategic market expansion, we were able to deliver meaningful, profitable YoY growth - a testament to the power of long-term optimisation in a maturing brand.
- Improved channel allocation, ensuring we weren’t buying revenue for the sake of it and maintaining profitability across all campaigns.
- Rebuilt the account around efficiency, tightening budgets and aligning spend with strict MER% targets to ensure every pound deployed contributed to profitable growth.
- Expanded upper-funnel creative, introducing new hooks, angles, and storytelling formats to reduce reliance on existing customers and increase first-time impression ratios. Getting more spend to reels/stories placements unlocked more incremental reach.
- Diversified into new markets, building tailored structures for Australia and the USA to unlock incremental revenue beyond the maturing UK audience.
- Refined creative testing, prioritising formats and angles that drove incremental reach and lower CAC rather than purely retargeting-focused content.
- Strengthened our creative feedback loop, analysing hook rates, hold rates, CAC, ROAS and MER impact to ensure every new asset batch was driven by performance data.
- Reduced over-indexing on returning customers, optimising delivery to prioritise net-new audiences and strengthening long-term growth.
Hear from our partners
- Always be as consolidated as possible - Gone are the days of needing a new campaign weekly, creative strategy moves the needle. Less campaigns results in a cleaner, easier to manage approach meaning we can spend our time on what really matters.
- Going as broad as possible with targeting, as soon as possible - We should be aiming to go broad with targeting as soon as possible - Every sale you achieve on a broad audience makes the machine algo much smarter
- Don't force spend on ads, at any level of your ad account - You don't need to be forcing spend on creatives, if meta isn’t pushing spend to them, you already have your answer. Let the machine go to work and do its thing.
- Utilise Catalog ads correctly - We should always use catalog DPAs, but be aware of the role they play in your ad account and don’t try to scale them too hard - They push people over the line.
- Creative diversification is KEY - Creative is our targeting now - This is how we tap into different pockets of our audience, by utilising new creative formats.
