Balancing Revenue Growth with Supply Constraints Through Regional Demand Design

Spruce ran promotions nationally. The problem was that national didn't account for the fact that some markets had too many cleaners and not enough customers, while others had the opposite problem. Operations set the cadence — if supply was constrained, marketing stopped. It was a blunt instrument for a nuanced problem. When the opportunity came to run a national limited-time offer — a discounted first clean deployed across our full U.S. property network — that tension became the central design problem. A one-size-fits-all LTO would flood constrained markets and starve undersupplied ones. We had one to two weeks to generate maximum revenue without breaking fulfillment.

• Designed a regionally tiered omnichannel campaign across 6 channels: email, SMS, push, in-app, direct mail, Bulletin.io
• Tiered offer intensity by operational supply forecasts and customer lifecycle stage
• Built A/B testing into the architecture from day one — by cohort, region, and channel
• Hired and onboarded the campaign designer; built a fast collaborative process

I designed a regionally tiered omnichannel campaign across six channels — email, SMS, push notifications, in-app messaging, direct mail, and Bulletin.io — where each market received a different version of the offer based on two variables: operational demand forecasts and customer lifecycle stage. Markets with available supply got full urgency — aggressive cadence, promotional pricing, strong LTO language. Constrained markets got a softer touch. Early outreach targeted reactivating users most likely to convert quickly. Colder leads got a staggered sequence that didn't waste the offer on contacts unlikely to move in a two-week window. I built A/B testing into the architecture from the start — subject lines and CTAs tested by cohort and region, push notification timing optimized against engagement spikes, in-app banners rotated weekly against conversion heatmaps. A twice-weekly reporting cadence let us make real pivots mid-flight. When a specific incentive structure outperformed in the Southwest, we scaled it. Underperforming variants got cut without disrupting the broader rollout. I also hired and onboarded the designer on the campaign — we built a collaborative process that let us move fast without sacrificing quality. The constraint wasn't just creative. It was operational. Every conversion had to be fulfillable — or the campaign would generate revenue on the front end and churn on the back.

The regional segmentation logic lived in my head longer than it should have. For a campaign with this many moving parts, the targeting framework needed documentation from day one — both so it could run without me and so the next LTO could start smarter instead of from scratch. I'd also push for cleaner regional attribution baked into the reporting infrastructure before launch, not reconstructed afterward.