How Caspara scaled +300% adspend, +600 revenue & 600% EBITDA

Caspara is a Norwegian athleisure wear and lifestyle brand created by Odin and Ane Farstad with roots in professional skating. Driven by a strong community and products of uncompromising quality, the brand has especially scaled up on sweatwear, which accounts for the majority of revenue. They sell both online and wholesale to several of Norway's leading retail chains that match their brand vision.

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When we started cooperation at the end of 2024, CASPARA had already proven product-market fit and created a solid growth curve. But they hit a plateau and didn't scale at the pace they had ambitions for. The Norwegian agencies they previously worked with lacked the niche experience needed to take the brand to the next level and the execution often ended up cracking the brand's visual soul in pursuit of performance. That's why they looked outside Norway for the right partner.

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It bottomed out in three constraints:

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Key Man Risk

Odin (the founder) was in charge of too much from hiring and logistics to the production of creatives. It created a bottleneck in which the strategic decisions were choked off in day-to-day operations. They lacked a partner who could deliver a specific roadmap and lift executive responsibilities without compromising the brand's DNA.‍

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Budget Management & Prioritization/Content Strategy

‍‍There was a lack of holistic management of the business. The budget was not balanced between demand generation (creating new knowledge) and demand capture (harvesting existing demand), and without clear KPIs and attribution, it was hard to see what was really driving growth. That made it difficult to maintain a creative direction that both retains the brand's premium feel and converts, so output often ended up as noise rather than growth.

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Technical infrastructure

‍The technical infrastructure was uneven. Paid Social fluctuated sharply in campaign volume, brand was not properly excluded in Google, and there was a large backlog on tracking.

To unlock Caspara's potential and create the foundation for profitable scaling, we implemented a holistic growth strategy. The solution was built around three main pillars:

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From “Key Man Risk” to Strategic Partnership

‍When we started our cooperation, we started with a clear vote of expectations, where we make demands both ways. By taking over the operations of Paid Social, Paid Search, Influencer Marketing, Email Marketing and our Consulting & Strategy department, we created a commercial infrastructure that connects finance, branding and the entire marketing strategy with execution, which gave Odin & the team the peace to develop the business. At the same time, we established the framework for what Caspara had to deliver in-house to succeed, including:

1. Content output from our 3 contentpillars (Inhouse SoMe team, Videographer, Creators) on a monthly level & to our major product launches & promotions
2. Organic volume & strategy on Caspara's main profile as well as Ane's personal profile, which acts as a personal figure outside of Caspara
3. P/L forecast & budget breakdown
4. Connecting an external HR consultant We work together so that operations continuously scale as well as scaling the top & bottom line

By placing operations at FABO, we ensured a power of execution and quality that could not be matched in-house. Low practicality meant that Caspara's team could work on the business based on the roadmap we presented before the collaboration, instead of being stifled with operations.

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Budget Management & Prioritization/Content Strategy

‍Diminishing returns: When we started our collaboration with Caspara, they found themselves in a situation where their announcement, paradoxically, was too effective in terms of their average gross margin per product sold. In practice, that meant they stopped the budget prematurely, thus leaving profit on the table.

We implemented a new budget management model in which we continuously calculated when we hit diminishing returns. It's often one of the most low-hanging fruits, especially with brands that are strong organically, yet we often see companies underestimate how much demand they can actually capture profitably. By cranking up the budget, we could aggressively capture the demand that was previously lost, thus maximizing overall profit.

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P/L, KPIs & Budget Key: In addition, in collaboration with Caspara, we developed a simplified P/L and a more fixed budget key between video production, influencers/creators, events and adspend in order to create additional demand and awareness. The aim was to establish a clearer link between activities and the economy and to shift more investment into the efforts that create the best creatives and the widest resonance in the market.

We now control for leading KPIs such as incremental reach, followers, leads before looking at conversions in isolation. In addition, we implemented Triple Whale to improve attribution and get a more fair view of what actually creates demand, and not just captures it. This made it easier to prioritize budget and made the Caspara team confident in turning up and identifying hidden turnover drivers before we just “screwed up” based on gut feeling.

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Technical infrastructure

‍Paid Sociale: We set up server-side tracking and consolidated the campaign structure that was previously fragmented. Following the budget model, we moved a significantly larger share of spend from a purely low-funnel setup, primarily with spend towards DPA and product-focused ads to focus more on TOF creatives who build knowledge and interest from new audiences. This is crucial to avoid plateauing, especially for brands with a strong retail presence, where physical availability makes “buy now” messages less important than good creatives from the brand you remember and get a positive association with.

In order to scale brand-spend without diluting expression, we scaled up content via three fixed formats. Creators continuously create authentic content in the right environments and with the right personalities. Videographer produced hero campaigns focusing on storytelling, environment and music. The Inhouse Some team leveraged shoots to produce iPhone content, which typically elevates reach significantly beyond the hero video alone.

Paid Search: We isolated the fire traffic to ensure the budget drove real new growth rather than simply harvesting existing searches. By implementing ProfitMetrics We shifted focus from ROAS to POAS, making it possible to allocate the budget according to profit and optimize product feeds for Google Shopping.