Growth on both
sides of the network.
Marketplaces have two customers — suppliers and buyers — and one has to grow ahead of the other. We build acquisition and retention systems for both sides on one attribution model.
Liquidity is the product.
A marketplace is only as valuable as its liquidity — supply density in the right categories and geographies, matched with buyer demand at the right moments. Get the balance wrong and both sides churn. Get the attribution wrong and you can't tell which side is starving.
Take rate is only meaningful with liquidity.
- Buyer churn from empty search results is invisible in aggregate retention metrics
- Supply-side acquisition treated as ops rather than marketing means it never gets modelled honestly
- Category and geo imbalance destroys unit economics long before it shows on the P&L
- One-sided growth targets — GMV or buyer count alone — encourage the wrong investments
Who this is built for.
Two-sided marketplaces from Series A to scale — services, product, rental, freelance, event, education — where GMV, take rate and repeat use decide unit economics. Typical stack is a bespoke platform plus HubSpot or Salesforce for supply-side BD, plus paid demand acquisition on Google, Meta and increasingly TikTok.
Liquidity is the product.
Acquired, verified, activated by category and geography
Where liquidity is either present or missing
Acquired against categories with supply density
Reconciled to source and category
Buyer LTV and supplier retention as separate programmes
Where marketplaces stall.
- Buyer acquisition running ahead of supply — buyers churn on empty results
- Supply-side acquisition treated as ops, not marketing — no attribution model
- Category / geo imbalance uncaught because reporting aggregates them
- Take rate and unit economics not modelled per side of the network
- Retention treated as a product problem, not a marketing one
- Supplier onboarding drop-off invisible to marketing — verified suppliers never activate
What Attributed builds.
- Buyer-side paid and SEO calibrated to category and geo supply density
- Supply-side acquisition as a measurable channel, not an operations task
- Onboarding for both sides tied to first-transaction events
- Landing pages and category pages built for both audiences
- Cohort LTV per side of the network — buyer and supplier separately
- Take rate and contribution margin modelled by category / geo
- Liquidity dashboards reconciled with paid spend
- Weekly view of supply-demand balance for commercial leadership
Who does the work.
A senior marketplace strategist owns the balance between sides. A senior paid operator runs demand acquisition against supply density. A senior BD or supply operator owns supplier onboarding as a measurable channel. A senior data operator maintains the liquidity view with commercial leadership.
What Intelligence surfaces for marketplaces.
- Findings — categories/geos where demand is scaling into empty supply; supply cohorts that never activate
- Recommendations — where to reallocate paid demand vs supply-side investment, per category
- Alerts — liquidity collapse in a category, supplier churn spikes, buyer contact-rate drops
- Implementation Packs — liquidity dashboard rollout, supplier onboarding rebuild, category-level bid restructure
Where we go first.
- 1Publish the liquidity view
One reconciled view of supply density × demand by category and geography, refreshed weekly.
- 2Rebuild demand bidding against supply density
Where supply is thin, cool demand acquisition; where supply is dense, scale honestly.
- 3Treat supply-side acquisition as a channel
Instrument, budget and measure supplier acquisition alongside buyer-side media.
- 4Redesign supplier onboarding around first transaction
Verified but inactive supply is a hidden liability; activate before scaling verification.
- 5Model take-rate contribution per side, per category
Unit economics don't live at aggregate GMV — they live per side, per category, per cohort.
How we know it moved.
- Liquidity metrics reviewed with commercial leadership weekly — not left in a product dashboard
- Every material bid or budget change scoped as a Pack with a liquidity-aware success metric
- Supply-side cohorts measured on active transacting suppliers, not on sign-ups
- Category and geo bans applied where liquidity is structurally absent — never scaled through
What we report against.
One attribution model, two sides of the network.
Buyer-side paid calibrated to category and geo supply density — supply-side treated as a measurable channel.
Onboarding tied to first-transaction events on both sides of the network.
Buyer LTV and supplier retention run as distinct programmes with their own economics.
Liquidity, take rate and contribution margin reconciled by category and geo — weekly, not quarterly.
Related routes into the same system.
Book a Growth Review.
Bring your marketplace data. We'll walk through where supply and demand are out of balance and how to attribute against it.