Case Study · Home Services · Paid Media
0 to 8 Figures in 9 Months: Launching a New Division for a Billion-Dollar Home Services Brand.
A brand-new epoxy flooring division. Five launch markets. Internal benchmarks set by billion-dollar service lines that had been running for years. We launched it, scaled it to eight figures, and beat every other service line in the portfolio on cost of acquisition.
8 figures
Revenue in 9 Months
From $0 at launch
#1
Lowest CAC
Beat every other service line in the portfolio
5
Launch Markets
Each treated as its own business
$13.82
Google CPL
Cost per lead by final month
The Challenge
The Benchmarks Were Set by Billion-Dollar Lines That Had Been Running for Years.
The parent company is one of the largest home services brands in North America, with multiple billion-dollar service lines already running on mature, in-house performance marketing teams. When leadership decided to launch a new one-day garage floor coating division, the question wasn't whether they could afford the launch. It was whether the new division could be built fast enough, in enough markets, with the right creative and acquisition mechanics, to actually become a profitable line of business.
A new vertical with a brand-new product, a brand-new website, a brand-new sales team, and a brand-new CRM stack was expected to clear those benchmarks in its first year. Otherwise it would be killed.
The category itself added difficulty. Garage floor coating is a high-consideration, high-ticket purchase. The buyer is a homeowner who is rarely actively searching, has heard of cheap DIY epoxy kits, and may not be aware that a same-day professional installation with a limited lifetime warranty even exists. Demand had to be created, not just captured.
The Approach
Six Systems That Built a Business from Scratch.
Five Launch Markets, Treated as Five Separate Businesses
The division opened in five markets across the Midwest and Southeast. Rather than running one national campaign and hoping the algorithm would sort it out, we built market-specific ad sets with localized creative, localized landing page copy, and localized budget caps. Florida creative used Florida homes. Ohio creative used Ohio garages. Localized carousel ads consistently outperformed national creative in the same markets — even when targeting was identical — because the algorithm read engagement signals from the localization and pushed delivery harder into the matching geography.
Lead Form Architecture as a Creative Variable
Most lead gen advertisers treat the lead form as a fixed asset. This launch ran the lead form itself as a tested variable. The team systematically tested zero, one, two, and three qualifying questions, rich creative inside the form, form copy by market, and whether to consolidate or split forms by office. Every form variant had a cost per set appointment tracked back from the CRM, not just a cost per lead. Forms that drove cheap leads but expensive sets got cut. Forms that drove slightly more expensive leads but better sets got more budget.
Creative Volume That Matched the Burn Rate
Once budgets ramped to roughly $200,000 per month on Meta alone, fatigue was the first enemy. The agency committed to and shipped at least five new pieces of creative per week: hero product shots of completed garage floors, geographic call-out videos, the five-step install process, before-and-after transformations, '100 garages needed' scarcity offers, and advertorial-style landing pages designed to feel like a feature article rather than an ad. Top performers were duplicated across markets. Underperformers were culled within four to seven days.
Daily Budget Reallocation, Not Monthly Planning
The internal benchmark on the parent company's other service lines was monthly budgeting. The launch team did not have time for that. Budgets moved daily. If Columbus was running cleaner cost per set than Orlando, money flowed to Columbus that afternoon. If a single ad was eating most of the spend at a worsening cost per result, it was paused that morning. If a creative testing ad set produced a winner on Tuesday, that creative was duplicated across the rest of the markets by Wednesday morning.
Channel Mix That Reflected Actual Incrementality
Meta did the heavy lifting on volume because the category demanded demand creation, not just demand capture. Google was treated as the precision instrument. By month nine, the Google Ads side had been tuned to a roughly $13.82 cost per lead on a small but high-intent budget, with branded protection, broad match expansion, and Local Service Ads in select markets generating leads at roughly $72 each. Google was not asked to scale to Meta's volume. It was asked to do what Google does well.
A Landing Page System, Not a Landing Page
Every market had its own URL pattern. The team tested a homepage layout, a dedicated flooring landing page, a short-form quote calculator, and an advertorial. Some markets responded best to the calculator, some to the flooring page. The agency ran true A/B tests with promo overlays, removed navigation menus on advertorial variants, and continuously fed ad creative to the matching landing experience. Geographic personalization was layered on top through query strings so a Cleveland visitor saw Cleveland in the headline and a Tampa visitor saw Tampa.
What Made This Different
Three Things That Mattered More Than Anything Else.
The agency was treated as a co-launch partner, not a media buying vendor.
Daily Slack, weekly working calls, shared dashboards, a brand lead on the client side who knew the numbers cold and was empowered to make decisions inside the week. That speed compounded.
Creative volume was non-negotiable.
Most home services brands ship one to two creative iterations per month. The team here shipped five-plus per week, with localized variants. Most of them lost. The few that won got scaled hard.
The five markets were treated as five businesses.
No national campaigns. No averaging. Cleveland's worst cost-per-set week meant Cleveland got more attention, not that the national budget got cut. Columbus's hot streak got reinforced with budget within hours, not weeks.
Results
The Newest Division Beat the Billion-Dollar Lines on Cost of Acquisition.
Key Takeaway
A New Division Doesn't Have to Inherit the Old Playbook.
The parent company had the discipline to let a brand-new division be run differently, faster, and more aggressively than the rest of the portfolio.
That discipline is why the new division beat the rest of the portfolio on cost of acquisition. Speed, localization, creative volume, and daily optimization are not tactics. They are the operating model.
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