× DECAMARX

An approach to long-term growth.

A diagnostic methodology for the brands inside Decamarx, built on what we keep seeing across every client we work with.

Two Point Technologies, Methodology v1 · Apr 2026

Why we see what we see

The same gaps show up
every time.

We work with brands across DTC, Amazon, lifecycle, retention, and creative.

The brands vary in size, category, and stage of growth, but the operational problems we find on day one are nearly always the same. The longer we operate at scale across the agency, the easier it becomes to spot them in week one rather than month six.

What shows up almost every time

Three gaps,
repeated.

Whether the brand is doing $5M or $50M, DTC-led or Amazon-led, growing fast or stuck. The same three things tend to be quietly broken when we get under the hood.

01

New customer acquisition is treated as a tactic, not a strategy.

CAC is measured in aggregate. New vs. returning is rarely separated cleanly. The top of the funnel is under-instrumented.
02

Brand health is measured in revenue, not contribution.

Discount drag, returns, true CAC, contribution per order. All rolled up. The shape of the real P&L is invisible.
03

Retention is hoped for, not engineered.

Repeat rate gets reported, rarely interrogated. Cohort behaviour by acquisition channel is the missing layer.

A repeatable sequence

Diagnose. Execute. Transfer.

Three phases, run in order. We don't move to the next one until the previous one is done.

PHASE 01

Diagnose

Find the real gaps before we touch the spend. Three layers, run in sequence.

Acquire

Health

Retain

PHASE 02

Execute

Operate against the diagnosis. Recover growth with discipline, not theory.

Paid · Lifecycle · Amazon · Creative

PHASE 03

Transfer

Hand the engine to a leaner internal team. Stay close for the next diagnosis.

Lower cost · Lower risk

01

Acquire

Diagnose / Acquire

Start where the brand has the
least visibility.

Most brands can recite their LTV. Few can tell you new-customer CAC by channel, by creative concept, by week. That's the gap we open first.

Without a clean view of acquisition, every downstream decision becomes a guess. So we re-instrument before we touch the spend.

Re-instrument new vs. returning across paid channels
True new-customer CAC, not blended CAC
Creative-level signal, not platform-level

02

Health

Diagnose / Health

Revenue lies.
Contribution doesn't.

Once we know we can bring customers in, we ask the harder question. Are they worth bringing in? Discounts, returns, true CAC, contribution per order, all pulled apart until the shape of the real P&L is visible.

10.9×

The conversion differential between a value-led creative and a $25-off discount creative running against the same audience. Discount dependency is a creative choice, not a customer behaviour. Barker Beds · Meta · Q4 2025

Contribution per order, not gross revenue
Discount drag and promo dependency
Profitable acquisition thresholds by channel

03

Retain

Diagnose / Retain

Where retention
takes over.

If acquisition is instrumented and the unit economics work, retention is what turns the brand into a business. By this point the diagnosis is complete. We know what's broken and we know what to do about it.

Lifecycle systems get rebuilt against cohort behaviour, not against arbitrary email cadences. Repeat rate stops being a number on a dashboard and starts being something we can actually move.

Repeat rate by cohort, by channel, by creative
LTV that ties back to CAC honestly
Diagnosis complete, path forward clear

Phase 02 / Execute

Now we
fix it.

With a diagnosis in hand, recovery becomes operational. Paid, lifecycle, Amazon, and creative all work off the same plan, against the same contribution targets.

The job at this stage is execution, not invention. Every move is tied back to a known gap from the diagnostic phase.

PAID

Spend that knows what it's doing.

Acquisition targets tied to contribution thresholds, not blended ROAS.

LIFE

Lifecycle that earns the next order.

Cohort-aware flows that protect contribution and lengthen LTV.

AMZ

Amazon as a profit lever, not a leak.

Catalog, content, ad mix, and inventory all rationalised against the diagnosis.

CREA

Creative pointed at the gap.

New customer messaging and retention messaging, distinct, deliberate, measured.

What this looks like in practice

The product didn't change.
The operating model did.

Twenty-four months of total sales for Barker Beds. The line darkens at June 2025 when 2pt picked up the engagement. Decline reverses, and the brand holds growth above prior trend through Q1 2026.

Barker Beds · Total monthly sales · May 2024 to Apr 2026

Pre-engagement 2pt engagement

NEW CUSTOMER VOLUME

+21% YoY

Year-on-year growth in new customer count, Apr 2026 vs Apr 2025.

AOV

+43% YoY

Average order value lift, Apr 2026 vs Apr 2025. From $219 to $312.

DISCOUNT REDUCTION

−87% YoY

Total discount value cut materially. Less promo dependency, healthier P&L.

Phase 03 / Transfer

We build the engine.
You run it.

The end state is a leaner internal team running the brand at steady state. We hand over what we built, then stay close for the next inflection.

01

Documented systems, not tribal knowledge.

Reporting, decision frameworks, and operating cadences handed over in full.

02

A team sized for steady state.

Smaller and cheaper than the build team. Right-sized for the brand it now runs.

03

2pt on retainer for the next inflection.

When the brand hits its next ceiling, we're already inside the data.

What this delivers

Long-term growth.
Balanced risk.

OUTCOME 01

Compounding growth.

Each part of the brand carries its weight without being propped up by another. Growth holds when conditions change, because we know why it is working.

OUTCOME 02

A de-risked operating model.

We carry the heaviest part of the build. The brand absorbs the work as the engine starts running. The handoff keeps cost and capability in balance, without long-term agency dependency.

OUTCOME 03

A team that can stand on its own.

The end state isn't a longer engagement. It's a brand that runs itself, with 2pt available when the next strategic shift arrives.

Engagement structure

Two ways to work together.

Same methodology either way. The choice is whether the relationship sits on a fixed retainer or shares the upside.

OPTION 01 · STANDARD

Agency / Retainer.

Predictable monthly retainer covering all four execution pillars. Defined scope, capped exposure, no revenue share.

Fixed monthly fee across paid, lifecycle, Amazon, and creative
Scope and deliverables agreed up front
Quarterly review against contribution targets

Pricing

[ Retainer details on application ]

OPTION 02 · ALIGNED

Partnership model.

Lower retainer plus performance share above an agreed baseline. We earn more when the brand earns more. Same methodology, different incentive structure.

Reduced monthly retainer below standard rate
Performance share on growth above baseline
Transfer phase priced separately, fixed

Pricing

[ Partnership terms on application ]

2pt × Decamarx

One methodology.
Every brand under Decamarx.

Run consistently across the brands we already work with, and the ones we'll grow into.

●Barker Beds ●Horsemen's Pride ●Jolly Pets

An approach to long-term growth.

The same gaps show up every time.

Three gaps, repeated.

Diagnose. Execute. Transfer.

Start where the brand has the least visibility.

Revenue lies. Contribution doesn't.

Where retention takes over.

Now we fix it.

The product didn't change. The operating model did.

We build the engine. You run it.

Long-term growth. Balanced risk.