Case Study
Bridgehaven Homes
Bridgehaven Homes
From one channel to a full growth engine.
How we took marketing off the CEO’s plate and 4x’d annual deals.
The snapshot
One year with Roar running the marketing department:
Tracked Revenue
In spend.
$2,902,712
on $975,842
Active
Active, tracked marketing
channels went from about 2 to 12+.
2 to 12+
Spend
The CEO now spends roughly one hour a week on marketing, sometimes even less.
Leads
went from 141 to 2,868.
Closed deals
went from 23 to 102.
Growth Strategy
Where they were before
Before Roar, this client was a radio-and-a-prayer operation. That isn’t a knock on them. It’s how most growing operators end up. The CEO was wearing the CMO hat, the ops hat, and whatever other hat needed wearing that week, and marketing got the hours that were left over.
Here’s what the numbers looked like across the whole prior year:
Radio was doing a lot of the heavy lifting. The website was pulling in some traffic. A handful of deals came through MLS, wholesalers, and the occasional referral. Everything else was sporadic. Facebook, TV, direct mail, SEO, Google Ads, YouTube: either dormant or not running at all.
And the person holding all of this together was the CEO. That’s the part that matters. You can survive a thin channel mix. You can’t survive your best operator being pulled into media buying for hours every week when the business needs them running the business.
- 141 total leads, most of them from one channel.
- 103 of those qualified, which is a decent qualification rate and tells you the targeting wasn’t broken, there just wasn’t enough volume.
- 18 appointments set.
- 23 closed deals.
- Almost no spend was formally tracked. Revenue attribution was essentially blind.
Sales Scaling
What changed
We didn’t come in as an ad agency. We came in as the marketing department. That distinction changes everything.
Here’s what’s on our plate now:
- We own the radio partnerships. We brief the stations, we manage the creative, we run the reads.
- We buy and manage TV placements directly.
- Direct mail is run in-house. Lists, creative, cadence, drops.
- Google Ads is ours, and it has quietly become the single best-performing channel in the business.
- We run Yahoo, YouTube, and Facebook acquisition.
- We built and maintain the website, run the SEO program, and the site is now pulling deals on its own.
- We set up the tracking so every dollar in has a dollar-out number next to it.
None of that happens if you hire a point-solution vendor for one channel. It happens when someone takes the whole function.
Comparison
The results, side by side
| Metric | Before Roar | With Roar | Change |
|---|---|---|---|
| Total leads | 141 | 2,868 | 20x |
| Qualified leads | 103 | 773 | 7.5x |
| Appointments set | 18 | 430 | 24x |
| Offers made | 73 | 624 | 8.5x |
| Under contract | 28 | 144 | 5.1x |
| Closed deals | 23 | 102 | 4.4x |
| Revenue tracked | Not tracked | $2,902,712 | — |
| Marketing spend tracked | Not tracked | $975,842 | — |
| Return on spend | — | 3x (and climbing) | — |
| Active marketing channels | ~2 working | 12+ tracked | — |
| CEO time on marketing | Full-time headache | ~1 hour/week | — |
The number on the page understates the build
Here’s the part you have to read with us. A 3x return on spend, in one year, is a good year in any marketing program. But a chunk of that spend is sitting in assets that haven’t paid out yet. We are building a brand and a machine.
SEO is the clearest example. $26,195 went into SEO this year and it produced 3 deals and $171,364 in revenue. Good. The real number is what that spend becomes in year two and year three. Organic rankings compound. A page that ranks today ranks harder tomorrow. Content we published six months ago is still working for them at three in the morning with no incremental spend. That’s not a cost, that’s an annuity.
The website is the same story. $3,266 tracked into it this year, still early. It’s pulling direct traffic, feeding Google Ads conversions, and giving every other channel somewhere better to land. A year from now it will be doing that with more authority and a deeper content footprint.
Even the paid channels are compounding in ways the P&L doesn’t show. Radio and TV impressions build market recognition. Direct mail creates brand memory across a geographic footprint. Every Google Ads conversion teaches the platform what a buyer looks like and makes the next click cheaper.
Put simply: the money we are spending is doing two jobs. It’s closing deals this quarter, and it’s building the moat that makes the next quarter easier. The 3x number is what the receipts say today. The asset on the balance sheet is bigger than that.
Where the deals came from
| Channel | Spend | Revenue | Deals | Notes |
|---|---|---|---|---|
| Google Ads / PPC | $411,211 | $1,703,839 | 40 | Top performer |
| Radio ads | $206,724 | $523,810 | 13 | Legacy channel, now managed |
| TV ads | $121,155 | $211,904 | 5 | New under Roar |
| Real estate agents | $0 | — | 15 | Relationship program |
| Other wholesalers | $0 | — | 10 | New under Roar |
| Referrals | $0 | $30,832 | 6 | — |
| Pay per lead | $21,850 | $74,681 | 3 | — |
| SEO | $26,195 | $171,364 | 3 | New under Roar |
| Website / direct | $3,266 | — | — | In-house build |
| Other | $4,409 | — | — | Misc. attribution |
| Totals | $975,842 | $2,902,712 | 102 | 3x return, with a long tail still coming |
Why this worked
Three things, and none of them are mysterious.
First: ownership. Most marketing underperforms because nobody owns all of it. A PPC vendor optimizes PPC. A radio rep wants more radio spend. A web agency argues for web rebuilds. We sit above all of them and make the tradeoffs the business actually needs.
Second: tracking. You cannot improve what you cannot see. Before Roar, spend was loose and revenue attribution was guesswork. Now every channel has a dollar-in, dollar-out, lead-to-deal path. That’s what lets us kill what isn’t working and pour gas on what is.
Third: the CEO got their calendar back. A one-hour weekly marketing meeting replaced what used to be a scattered, always-on mental tax. That’s hours they’re now spending on the parts of the business only they can do. We’re convinced that’s a bigger contributor to the growth than any single campaign.
market dominance
What’s next: market dominance
The honest answer is more of this, with sharper edges. Google Ads has room to scale. The SEO program is on a curve that’s about to bend up. TV and direct mail have plenty of upside now that the tracking is clean enough to trust. Facebook is underbuilt and getting attention next.
The goal isn’t to squeeze one more point of ROAS out of this quarter. The goal is market dominance. Every month we run, the brand gets louder, the site gets heavier, the paid algorithms get smarter, and the cost of a deal goes down. Competitors who don’t have this kind of full-stack marketing function are going to feel it before they can explain it.
The ceiling isn’t visible from here. What’s visible is a compounding machine that’s already paying out 3x and is still in year one.
Testimonials
Don't take our word for it, take theirs!
Just a few kind words from a handful of our amazing clients!
“These guys get RESULTS! Have been working with Divulge for a while now and cannot say enough about how happy I am with their marketing. They took the time to understand my product, my needs, and then presented a strategy that fit within my budget. I have seen such good response to their marketing that I've increased my monthly budget and couldn't be happier”
"Working with Divulge Marketing has been one of the best choices I've made!
"1764 programs sold at $10 in 16 hours and the website was down for 2 hours!"
"Our campaign was apparently the best they ever had in terms of getting calls scheduled. It totally took off, and we had to ask them to slow down!! They even helped us on our messaging and sales scripting! We are SO thankful we didn't go with the other guys. Highly recommend them!"
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