The mortgage program everyone had written off.
A regional bank had a mortgage product nobody could move and no way to see why. I pushed for analytics access, built the product’s first A/B testing framework, and ran its first paid social inside a compliance-bound institution. Same product, rebuilt positioning: revenue grew 420 percent and it became the most cost-efficient campaign of the year.
A mortgage built for the buyer everyone else skipped over.
See if you qualifyRecreation for portfolio use. Original brand mark, contact details, and rate disclosures removed.
Not the original asset. Rebuilt in a neutral treatment so the idea and craft show, with every identifying and regulated element stripped.
The problem
The mortgage product had quietly become the one nobody expected anything from. It sat in the catalog, got a share of the seasonal spend, and returned numbers that never justified more attention. The deeper issue was that nobody could tell you why. There was no funnel tracking on it. Leads went in one end and fundings came out the other, and the middle was a black box. You cannot fix what you cannot see, and at that point we could not see anything.
The move
I started by asking for something the bank had not handed a marketer before: real analytics access. Once I could watch the funnel, I built the product’s first A/B testing framework, so instead of arguing about which message might work we could put two in market and let the applications settle it. Then I brought in paid social, which was a first for this product in an institution that treated every new channel as a compliance question before a growth one. I worked inside those limits rather than around them, cleared each creative and disclosure the way the bank needed, and watched the spend daily so nothing drifted to the wrong audience.
With the funnel finally visible, the positioning problem showed itself. The program had been sold on features that meant nothing to the buyer it should have been reaching. I rebuilt the offer and the story around that buyer, then let the testing framework confirm which version actually moved people to apply.
The result
Revenue on the program grew 420 percent. It went from the product nobody defended to the most cost-efficient campaign the bank ran that year, and it got there on measured, compliant, modern marketing inside an institution built to move slowly. The product did not change. The visibility, the testing discipline, and the story did.
Turning an underperforming program into the most efficient line on the plan is the kind of ROI work I do now at applygro.