Paul Ryan Jones

The stated job with a client is to turn what the brand already knows about its customers into a repeatable acquisition system: translate customer feedback into new creative angles, increase creative volume as the budget grows, and let data overturn assumptions about who is buying and why. Jones gives the product, the people and the operations most of the credit when it works.

On Lodo, a hemp-derived THC drinks brand, Jones wrote that the DTC channel was making around $15K a month organically, with no ad spend, and that most of the business had been built through wholesale.

• Monthly DTC revenue then rose from $15K to $50K, $300K and $1M across four months in one of Meta's most heavily restricted categories.
• Lodo already had a product customers loved, a clear value proposition, strong manufacturing relationships, a team willing to decide quickly and the operational capacity to keep up with demand.
• The post ends with the point that marketing cannot manufacture demand for an inferior product.

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Traffic arriving faster than a brand can ship creates a new problem instead of solving the sales one. ORIRI now qualifies new partners on exactly these questions.

A client went from £72K to £150K a month almost overnight, nearly tripled orders in January and added 430 new customers.

• The brand then asked for the ads to be paused because it was selling more than it could handle; two weeks later, the client handed in notice.
• Jones says the team now asks prospective partners how much stock they hold, how quickly it can be replenished, what fulfilment can realistically handle, and what happens if order volume doubles or triples.
• A founder saying they are ready to scale is very different from being genuinely prepared.

Jones presents this as a correction to their own instinct: being as aggressive as possible is not always the immediate answer to scaling. Sometimes, you have to go slow to go far until fulfilment is dialled in, then ramp back up.

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A manufacturer sent a batch of tincture that arrived brown instead of the clear product customers had seen in the ads.

• The client would not ship it, leaving no saleable stock for at least 30 days.
• Rather than pausing, the ads told customers the brand had run out again, that orders would not arrive for at least 30 days, and offered 20% off for that month with a guaranteed delivery date.
• Jones reports that the conversion rate rose by 1.9%, the ads became more profitable, and spend increased.
• Two of the biggest months followed, including one at $757,619.99 against a $500K goal.

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A founder who has already paid for marketing that failed needs a clear account of what is being done, why, what is being learned and what happens next.

• Jones knows what it feels like to watch revenue go backwards while the invoices arrive.
• They also acknowledge that testing takes time and some factors sit outside an agency's control.

Jones says they grew their own ecommerce brand to $45K a month in its first four months, a result that fed the ego of a 21-year-old.

• They assumed an agency would take it to $450K quickly.
• Month one was roughly the same as what they had achieved alone, but with thousands in fees; revenue then dropped in months two and three.
• Questions about performance brought advice to spend more or explanations about summer, winter, the weather or the market, while the agency also earned a percentage of ad spend.
• Jones took the ads back in-house, improved performance, eventually sold the brand and later built ORIRI.

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The aim of many variants is to find the angles, messages and offers that get people interested, test them before demand peaks, then concentrate production and spend on what performs. Speed matters as much as the ideas: feedback loops measured in weeks undercut the approach.

For Black Friday and Cyber Monday, Jones offered a 100-creative package to DTC health and wellness brands doing $50K or more a month, writing that the goal is not 100 ads that all say Black Friday sale. On Lodo, creative volume increased with the budget, data challenged assumptions about who the customer was, feedback did not take two weeks, egos were not protected when an idea failed, and the team did not pull back as the numbers grew.

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They apply that test to the people they bring in and to their own background.

When hiring Alex Van Rooyen, Jones wrote that experience, values alignment and genuine curiosity about growing online businesses already mattered.

• The deciding factor was that Van Rooyen had successfully run his own ecommerce brands.
• Jones contrasts understanding ecommerce in theory with having carried the risk personally, and says curiosity about the work cannot be taught.
• They hold their own route to the same standard: before starting ORIRI, they had never worked at a marketing agency, and say their experience came from the blood, sweat and tears of running and scaling their own brands.
• Alex Van Rooyen's own views are not quoted in the post.

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Jones frames it as a way to reduce repetitive work and improve research, giving the team more time for the angles and creatives that scale. They state explicitly that the goal is not to replace the media buyer or the creative team.

The larger version lists 50 specialist Claude Skills spanning customer research, competitor ad analysis, angle creation, hook writing, creative briefs, ad copywriting, campaign build, landing page optimisation, retargeting, scaling and performance reporting.

• An earlier post describes the same idea as playbooks, skills, prompts and AI agents covering market and ICP research through to ad performance analytics.
• Jones cites a fitness apparel brand going from 2.5X to 4.5X ROAS using the process and offers free access to the whole system.

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Newcomers can start here to understand the founder-side experience behind ORIRI's paid ads work.

Paul Ryan Jones describes running an ecommerce brand to 45K per month, hiring agencies, seeing revenue stay flat or decline, and eventually taking ads back in-house.

• The post contrasts vague explanations about testing periods and advice to spend more with what a founder paying invoices needs: clear answers on what is being done, why, what is being learned and what happens next.
• They later built ORIRI and acknowledge that good agencies exist.

For brands planning a campaign

For a DTC brand evaluating an agency, use this as a prompt for reporting and decision-making: ask for a plain-English learning agenda, not just a spend target. Require transparency about testing and next steps.

The post describes tripling orders and adding 430 new customers in January, then being asked to pause ads because demand outpaced stock and fulfilment.

• Paul Ryan Jones lists the questions ORIRI now asks before taking on a partner: current stock, replenishment speed, fulfilment capacity, and what happens if order volume doubles or triples.
• The lesson: sales and marketing cannot outrun operations.

For brands planning a campaign

For a scaling brief, make stock, fulfilment and customer-service capacity part of the acquisition plan. Set the growth pace with the client rather than treating maximum growth as the default.

It highlights the creative testing, feedback and operational speed behind a fast scale-up.

The post tracks Lodo's DTC revenue from $15K to $50K to $300K to $1M per month in four months while operating in a restricted ad category.

• Paul Ryan Jones credits existing product validation, customer understanding, manufacturing relationships, fast decision-making and operational capacity.
• The agency translated customer feedback into creative angles, increased creative volume as the budget grew and let data challenge assumptions.

For brands planning a campaign

For a scale brief in a restricted category, budget for creative volume and fast feedback loops, and check that product and operations can match the pace. Use customer language to develop new angles.

A client's manufacturer sent a tincture batch that arrived brown instead of clear, leaving no saleable stock for at least 30 days.

• Rather than pause, the ads explained the delay, offered 20% off for that month and guaranteed delivery before a stated date.
• Conversion rate rose by 1.9%, ads became more profitable and the client had two of its biggest months, including $757K.

For brands planning a campaign

For a campaign brief, prepare a response plan for stock or product delays. When the issue is real, a direct explanation and firm delivery date can preserve urgency and trust without requiring a full pause.

Paul Ryan Jones describes a free Claude resource collection covering market and ICP research, competitor ad analysis, angle creation, hook writing, creative briefs, ad copywriting, campaign build, retargeting, scaling, optimisation and performance analytics.

• The goal is to reduce repetitive work, improve research and free up time for angles and creatives that scale—not replace media buyers or creative teams.
• The post cites taking a fitness apparel brand from 2.5X to 4.5X ROAS using the same process.

For brands planning a campaign

For a paid acquisition brief, consider structured AI prompts for research and briefing while keeping human judgment on angles, creatives and scaling decisions. Use AI as a process aid, not a replacement for media buying.

Read it alongside the shorter resource post for a task-by-task breakdown.

This post details 50 specialist Claude Skills across customer research, competitor ad analysis, angle creation, hook writing, creative briefs, ad copywriting, campaign build, landing page optimisation, retargeting, scaling and performance reporting. Paul Ryan Jones frames the goal as reducing repetitive work and improving research and creatives so teams can move ads from testing to profitable scaling more effectively.

For brands planning a campaign

For a campaign brief, map repetitive paid ads tasks to defined prompts or skills, then reserve team time for strategy and creative judgment. This can standardise research and reporting inputs.

Paul Ryan Jones explains ORIRI’s hiring priorities: experience, values alignment and something harder to teach—having run ecommerce brands and genuine curiosity about growing online businesses. They draw a direct line between managing stock, money and difficult months firsthand and understanding what it takes to grow a business.

For brands planning a campaign

For a brief, ask who will run the account and whether they have operated an ecommerce business. Operator experience can shape how the team handles problems such as stock, margins and cash flow.

The post offers a 100-creative Black Friday/Cyber Monday package for DTC health and wellness brands doing $50K+/month.

• Paul Ryan Jones says the goal is not 100 variations of "Black Friday sale" but finding angles, messages and offers, testing before the rush and building more creative around what works.
• Interested brands are asked to send a website and current monthly revenue for an honest assessment.

For brands planning a campaign

For a Q4 brief, plan creative around offer and angle discovery, not discount repetition. Qualify by product fit, current revenue and willingness to test before peak season.

They spread the credit: the product was already validated, the team understood its customers, manufacturing relationships were in place and the foundations existed.

• The job was to turn what the client already knew about its customers into a repeatable acquisition system, translating feedback into new creative angles and letting the data challenge assumptions about who was buying and why.
• The post also warns that marketing cannot manufacture demand for an inferior product.
• Jones has seen the other side too, growing an ecommerce brand to $45K a month before hiring an agency that did not improve on what they had achieved alone.

Turn customer feedback into creative angles, increase creative volume as budget grows, and let performance data overturn assumptions about the buyer.

For brands planning a campaign

Expect the working relationship to start with product and customer evidence, not ad account mechanics. Having customer feedback and a validated offer ready makes the approach viable.

Examples: Source 1 · Source 2

For Black Friday and Cyber Monday, Jones offers a 100-creative package to find the angles, messages and offers that interest buyers, test them before the peak period, then build more around what works.

• Lodo followed the same approach: creative volume increased as budget grew, and both teams moved fast enough to act on findings, with no waiting weeks for feedback, protecting egos when an idea failed or pulling back as spend increased.
• The seasonal package is aimed at brands already at $50K or more per month with a product people genuinely like.

Assemble a large pool of creative variants, test before the highest-demand period, then concentrate spend and further production on the variants that perform.

For brands planning a campaign

Peak-season planning should budget for substantial creative volume and a pre-peak testing window, not a small set of discount-led ads released at the last minute.

Examples: Source 1 · Source 2

Two weeks later, the client handed in notice.

• Jones's lesson: sales and marketing are not everything.
• If a brand lacks stock, fulfilment or infrastructure, solving the traffic problem creates a different one.
• Before taking on a new client, they ask how much stock is on hand, how quickly it can be replenished, what fulfilment can realistically handle and what happens if order volume doubles or triples.
• They also note a large difference between a founder saying they are ready to scale and being genuinely prepared.

Before engagement, assess stock levels, replenishment speed, fulfilment capacity and what happens if order volume doubles or triples.

Jones says the engagement was still a commercial success, but being as aggressive as possible is not always the immediate answer. Slowing down can be the right call until fulfilment is in place.

For brands planning a campaign

Expect questions about inventory and fulfilment before spend ramps. A brand without the capacity to absorb a surge may be advised to grow more slowly until its operations can keep up.

Examples: Source 1

A manufacturer had sent a batch of tincture that arrived brown instead of clear, and the client would not send customers a product they were unhappy with.

• Rather than pause, the advertising told customers plainly that the brand had run out again, orders would not arrive for at least 30 days, and offered 20% off for that month with a guaranteed delivery date.
• Jones reports that the conversion rate rose by 1.9%, the ads became more profitable so more spend went in, and the two biggest months followed.
• The same theme runs through their agency-sceptic post: founders burned by previous agencies do not need another confident sales pitch; they need to understand what is being done, why, what is being learned and what happens next.

Communicate the real supply problem and delivery timing in the advertising, and use the constraint to create a clear reason to order now.

This approach depends on the brand being willing to state the problem publicly. Ask whether your team can approve candid messaging about delays.

For brands planning a campaign

Crisis and supply messaging can become a campaign angle rather than a reason to pause. Be prepared to approve frank communication about delays and set a credible delivery promise.

Examples: Source 1 · Source 2

The larger version lists 50 specialist skills spanning customer research, competitor ad analysis, angle creation, hook writing, creative briefs, ad copywriting, campaign build, landing page optimisation, retargeting, scaling and performance reporting.

• Jones says the goal is not to replace a media buyer but to cut repetitive work, improve research and creatives, and help move campaigns from testing to profitable scaling.
• The posts cite a fitness apparel brand going from 2.5X to 4.5X ROAS using the same process.
• Because the material is free, a brand can review the process before deciding whether to work with them directly.

For brands planning a campaign

The published process gives a brand a low-commitment way to judge fit and working style before a paid engagement. It also sets expectations that research, creative briefs and reporting are defined steps, not ad hoc tasks.

Examples: Source 1 · Source 2

Jones contrasts understanding ecommerce in theory with having your own money on the line, and says curiosity about the work cannot be taught.

• They apply the same standard to their own history: growing an ecommerce brand, selling it and building ORIRI without having worked at an agency beforehand.
• Their agency-sceptic post reinforces the position, describing what it feels like to pay invoices while revenue goes backwards.

For brands planning a campaign

A brand evaluating Jones is likely to be dealing with people who have run their own stores, so conversations can focus on commercial risk rather than channel tactics. Expect questions about the brand's numbers and operating reality.

Examples: Source 1 · Source 2

They describe starting it nearly five years before one post, after running and selling their own DTC brand, and post as "we" about the agency's client work and offers.

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Jones says the agency took Lodo, a hemp-derived THC drinks brand whose DTC channel was doing about $15K per month organically with no ad spend, to $1M per month in four months while operating in a heavily restricted ad category. They stress that Lodo's product, value proposition and fulfilment foundations were already in place, and that marketing was one part of the growth.

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They present it as a resource for founders, media buyers, marketers and agency owners. No commercial relationship with Anthropic is stated in the posts.

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Avery walks through a product at £24.99, £3.54 profit per sale and £15 to acquire a customer to argue the brand is not ready for paid search; Jones makes a similar argument about stock, replenishment and fulfilment before spending more. Both are blunt when the honest answer is not to spend yet.

Avery's examples centre on Google Ads and whether paid search can work given a brand's margins and returns rate. Jones works on Meta advertising for DTC brands, treats creative volume as the main scaling mechanism, and publishes a free AI workflow collection alongside client stories.

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That is the same territory as Jones's 100-creative seasonal offer and their account of raising creative volume as budget grew.

Nyadu's posts are cross-brand analyses presented as benchmarks, including a review of 31 brands spending $100K or more a month and the ROAS bands behind faster and slower scaling. Jones writes first-person stories about named client engagements, adding operational checks on stock and fulfilment that Nyadu's posts do not cover.

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McKay describes rebuilding a Shopify app for order editing and cancellation retention, with named features and reported results; Jones describes client engagements with specific monthly revenue figures and the questions asked before taking on a brand. Both also write about the founder relationships behind the numbers.

McKay builds Shopify software and writes from the product's side, including app-rebuild and founder-ecosystem stories. Jones runs a paid ads agency, so the overlap is the audience and the plain, figures-led style rather than the work itself.

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Avery's published review starts with arithmetic: a £24.99 product with a £12 cost, £4.95 shipping, a 15% returns rate and 3% payment fees leaves £3.54 per sale before advertising, against a £15 acquisition cost the founder wanted to pay on Google Ads.

• The comparison is with a competitor at an £89 selling price, 75% margin, £120 average order and 45% repeat purchase rate.
• Avery says 40% of the businesses reviewed should not go near Google Ads yet; they should restructure pricing, find better suppliers, improve shipping, lift average order value and build margin before scaling.
• A second post makes the same distinction for hiring: someone can build and tidy a Google Ads account yet still be unable to explain why extra spend is not paying back, which products deserve investment, or whether the growth plan makes sense.
• For a DTC brand entering Q4 with a working product and a spend budget, Avery is the better starting point if the margin, returns and repeat-purchase numbers have not been pressure-tested first.

Avery's posts are narrow on purpose: two posts covering unit-economics diagnosis and the case for specialist Google Ads support over a single junior hire.

• They do not show a done-for-you acquisition system, a creative pipeline, or an operational readiness process for a brand about to triple order volume, and no client delivery results are given.
• Paul Ryan Jones's posts pair paid acquisition with operational qualification — stock, replenishment speed, what fulfilment can realistically handle, and what happens if order volume doubles or triples — and give client-scale examples.
• The split is stage, not quality: choose Avery when the decision is whether to spend at all and how to fix the margin first; choose Jones when the product already reorders and the task is building and scaling the acquisition system that turns that demand into predictable growth.

Examples: Source 1 · Source 2

The published material states that ecommerce brands scaling past $500k/month on Meta launch 40-60 new creative assets monthly, that a winning ad fatigues after 7-14 days at scale, and that the algorithm is limited by creative fatigue rather than audience targeting.

• The worked example describes a $12M/year apparel brand stuck at $80k/month in spend with a six-week creative refresh cycle; it moved to weekly launches of 45-60 assets monthly and now spends $340k/month at the same ROAS.
• The second post, described as an analysis of 31 ecommerce brands spending $100k+/month on Meta, contrasts lower performers raising budgets 10-20% every three to four days and taking 90 days to move from $50k to $100k with top performers doubling budgets on signal thresholds and scaling $50k to $150k in 18 days.
• For a brand whose creative pipeline is the bottleneck going into peak, that is a more specific answer than a general acquisition plan.

The advice focuses on one channel and one lever: Meta creative velocity and conviction-based scaling.

• The figures are presented as the author's own analysis, not independently verified client delivery.
• Jones's posts also cover creative volume — the 100-creative pre-peak package and increasing creative volume as budget grows — but add operational qualification, which Avery-style reviews and Nyadu-style scaling advice both leave out.
• They also cover a wider acquisition motion than Meta creative alone.
• Choose Nyadu when operations are already sound and the job is producing and killing creative fast enough to keep scaling; choose Jones when the growth plan must account for whether the business can carry the demand.

Examples: Source 1 · Source 2

The published posts describe building cancellation-retention flows into a Shopify app: when a customer wants to cancel because the address is wrong, prompt order editing; when they no longer want the item, show alternatives to swap to; when shipping is slow, offer an express upgrade; when a discount code was missed, let them apply it — with sales saved reported in an analytics dashboard.

• One post covers rebuilding the app 13x smaller after Shopify required a size reduction, adding those flows in the process.
• A second describes how an angel investor helped take the business to five times its size and recorded Facebook ads that booked 17 demos in seven days at A$180 in spend per demo.
• For a DTC brand whose repeat-purchase base is strong but whose cancellations are quietly eroding revenue, that is a more direct remedy than more ad spend.

McKay's material is about a Shopify app for order editing, upsells and cancellation retention, not paid acquisition.

• Adopting it does not build demand or manage spend, and its evidence comes from a software founder's account of client retention results, not an agency engagement with acquisition accountability.
• Paul Ryan Jones's work is acquisition-first, with operational questions asked before ramping spend.
• They address different stages rather than competing for the same budget: choose McKay when the priority is to stop revenue leaking at the cancellation stage before buying more traffic, or run it alongside an acquisition partner.
• Choose Paul Ryan Jones when the task is to create demand profitably in the first place; McKay cannot substitute for that, and Jones's material does not cover cancellation-retention tooling.

Examples: Source 1 · Source 2