At Firestone Walker, one of California's most iconic breweries, Matt inherited a DTC store that was losing money on every paid order, a 0.85 ROAS, and couldn't scale spend reliably. The problems were foundational. Measurement came first: a 1-day-view attribution window was inflating results and corrupting the customer data every decision depended on, so he corrected the attribution to get a true read. The brand didn't break down unit economics by product type/collection or contribution margin, they were focused on a 10% ad spend model not true contribution margin cash. So he established both and reorganized products into margin baskets so spend could follow profit, not just revenue. The ad account was starving the algorithm, one ad per campaign and no catalog ads, so he expanded each campaign to 6–10 creatives and launched catalog ads. Finally, he moved them off lowest-cost bidding onto cost controls, making spend scalable up or down without sacrificing margin. The result: from an underwater 0.85 ROAS to 8.12 with double the revenue.

When Texas Lone Star Tamales came to Matt, the brand was doing $10K a month for the last 12-13 years. He rebuilt their entire growth engine around three pillars: profitable paid media, direct response creative developed straight from real customer language, and an owned-media flywheel of email and SMS to convert first-time buyers into repeat customers and increase LTV. He scaled aggressively but kept efficiency intact as spend grew, the hard part most brands get wrong. In eight months, Matt took the brand from $10K to $2.5 million a month, with email alone driving 37% of revenue, and a peak month clearing $500K in profit.

Goated Golf, a challenger brand in golf apparel and lifestyle, brought Matt in to turn early traction into profitable, scalable growth, and he started with the foundation. The brand was flying blind on profitability, so he implemented margin buckets backed by real unit economics and engineered a new-customer offer built to acquire profitably at scale. Their measurement was hiding the truth: a 1-day-view window made the ads look fine while true incremental revenue sat near zero. He moved them to a 7-day-click model, and incrementality now matches or beats reported ROAS, proof the spend is creating new revenue, not just claiming credit for it. Then he rebuilt the account: splitting existing customers into their own campaigns so prospecting budget chased genuinely new buyers, structuring campaigns by product type and collection, diversifying creative across every stage of the awareness funnel, and pinpointing the best first-purchase products to lead with. He also began capturing email ahead of product drops and replaced manual lowest-cost scaling with cost controls. The result: ROAS from 1.62 to 7.60 while volume scaled 3.5x.