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Our work

The problem, the build and what changed.

The technology is never the point. Each engagement began with a commercial constraint, then moved from diagnosis to a working system and a measurable change in how the business performed.

Discuss a similar problem

Measurement first, then growth

INDUSTRY iGaming, sports betting MARKET EMEA SCOPE Web and app, full funnel

Sign-ups were going up. Deposits were the number that mattered.

The business problem

A major EMEA sports betting operator could see sign-ups rising but could not tell whether that growth was creating valuable customers. Broken measurement across web and app obscured deposits, bets and repeat transactions, so media was being judged on acquisition volume rather than commercial value.

What we changed

We rebuilt the measurement framework and data layer first, so bets, deposits and transaction behaviour were tracked accurately. With data worth trusting, we redesigned the digital strategy around the full customer journey and realigned media, messaging and audiences against commercial outcomes. A full-funnel dashboard then put marketing and business data in one place for executives, managers and analysts.

Three months in: the highest level of active sports bettors and depositors in over a year.

What changed for the business

Active bettors and depositors
Highest in a year
▲ sustained, not a spike
Acquisitions, depositors, transactors
Month on month growth
▲ across the first three months
Return on ad spend
Improved
▲ alongside media efficiency
Measurement across web and app
Rebuilt
bets and deposits now tracked accurately

Finance, automated

INDUSTRY Marketing agency MARKET US · Global SCOPE Google Marketing Platform billing

Three days of billing, done in ten minutes.

The business problem

Every month, a global marketing agency lost around three days to GMP billing before an invoice could move forward. Google's data arrived in a complex, inconsistent structure and every client applied a different pricing model, leaving finance to clean, interpret and rebuild the process by hand.

What we changed

We designed an automation framework that standardises the process end to end: raw invoice data restructured into a consistent format, a dynamic pricing engine that applies each client's rates and tiers automatically, a central lookup holding every client configuration in one place, and finance-system-ready outputs generated without manual handling.

The finance team did not get faster at billing. They stopped doing it.

What changed for the business

Billing preparation
3 days → 10 minutes
▲ per platform, every month
Manual calculation
None
pricing and tiers applied automatically
Gross profit visibility
Available at close
▲ rather than days later
Client pricing models
Standardised
however different the rate card

Built as a product, not a project

INDUSTRY Marketing agency MARKET UK SCOPE Google Ads and DV360

Campaigns that build themselves from the product feed.

The business problem

A large UK agency had the product data and strategy to activate campaigns at enterprise scale, but the operating model could not keep up. Builds took hours, launches waited on people and media continued running against products that were no longer in stock.

What we changed

In partnership with Cloudsmiths, we led the solution design and product ownership for a rules-based automation engine. It creates campaigns directly from product feeds, aligns media with stock availability in real time, and runs always-on optimisation using product and platform signals, with the governance and transparency media teams need to stay in control of it.

Media stopped running on products that were out of stock, because the feed decides.

What changed for the business

Campaign build time
Hours → under a minute
▲ per campaign
Launch lead time
Near instant
▲ campaigns follow the feed
Media and stock alignment
Real time
no spend on unavailable products
Team capacity
Freed for strategy
▲ the builds no longer need a person

Connected operations

INDUSTRY Marketing agency MARKET Europe SCOPE JIRA · Harvest · HubSpot

Three systems, three versions of the truth. Now one.

The business problem

A growing agency was running sales, delivery and time through three separate systems. With HubSpot, JIRA and Harvest disconnected, budget utilisation was guesswork and leadership could not see project profitability, team capacity or delivery risk in one place.

What we changed

We introduced a standardised structure across all three systems, connected project, time and task data into one view of delivery, and built a centralised reporting layer surfacing the operational and financial metrics that matter. It became the tool the team runs projects from, not just a report they read.

Profitability stopped being something the agency found out about afterwards.

What changed for the business

Systems joined
3
JIRA, Harvest and HubSpot
Project health and budget
Real time
▲ was reconciled by hand
Source of truth
One
for sales, delivery and time
Budget overrun risk
Reduced
▲ visible while there is time to act

Built once, run every cycle

INDUSTRY Retail MARKET South Africa SCOPE Bi-annual performance review

Six channels, one report, no exports.

The business problem

Every bi-annual performance review began with the same manual exercise for a large South African retailer: collecting and reconciling data across six channel types before analysis could begin. Inconsistent definitions meant the team first had to debate the numbers, then discuss performance.

What we changed

We automated collection and consolidation end to end into a single reporting layer with consistent definitions across every channel. The review now surfaces revenue contribution, incrementality, creative and audience performance and budget efficiency side by side, so the trading conversation starts from a comparable view of what is driving growth and what is wasting spend.

The review now starts with the insight, not with the reconciliation.

What changed for the business

Channels consolidated
6
Search, PMax, Demand Gen, App, Meta, TikTok
Manual exports and reconciliation
Removed
▲ collection runs on its own
Metric definitions
Consistent
the same meaning in every channel
Decisions ahead of trading
Faster and better evidenced
▲ reporting time cut sharply

Foundations repaired, group-wide

INDUSTRY Hospitality MARKET Multi-market SCOPE Group-wide

Real advantages. Real demand. Real growth, going to someone else.

The business problem

A multi-property hotel group had strong demand, recognised properties and loyal customers, but too much of that value was being captured elsewhere. Its ad accounts were blocked, direct booking journeys were barely measured and more than half of bookings were flowing through a third-party platform.

What we changed

We rebuilt the infrastructure underneath: cleared the ad account blockers, repaired tracking across every property, rewrote the pages that were losing search visibility entirely, and gave leadership one shared view of what was actually happening, for the first time, across the whole group.

Before this work, more than half the hotel pages scored zero on search visibility. Today: an 85% average.

What changed for the business

Search visibility score
21% → 85%
▲ across every property page
Tracking infrastructure
50% → 100%
▲ complete, group-wide
Group reporting
One view
replacing per-property reporting
OTA dependency at the start
53%
of bookings, what this work is fixing

Working out which of these you need? Start with marketing performance or business operations.

Where to start

Tell us where execution is breaking down.

A strategy is only as strong as the ability to execute it. Thirty minutes is usually enough to locate the friction and say what it is costing.

No polished brief needed. Describe the problem as you see it, and we will come back with where we think it actually sits and what it would take to fix.

Prefer email? Write to [email protected]

Got it. Thank you.

Someone from Helix will reply within one business day to arrange a conversation about the problem.