Gigmile
Launching a mobility financing product in a new market — then turning a failing ad campaign into a 403% lift in leads.
A new city, a new product, no proof it would work
Gigmile (now Gamma Mobility) is a mobility fintech company providing asset financing for two-wheelers, three-wheelers, and four-wheelers. I joined as the company's first marketing hire, working across go-to-market strategy, market research, launch execution, content, and paid acquisition.
One of my key projects was taking the NEO NX bike into Ibadan in partnership with TVS — a brand new city launch with no existing signal on what local customers actually valued, or whether the product and messaging would land at all.
Researched first, launched loud, then rebuilt what didn't work
With no existing signal in this market, every stage had to earn the next one — research shaped positioning, positioning shaped the launch, and the launch's real ad performance decided what got rebuilt.
Built the GTM strategy from pre-launch research
Built a pre-launch waitlist using Google Forms — not just to capture demand, but to gather market intelligence: preferred bike colours, intended use cases, and other factors that could shape the product and messaging. The insights pointed to two core value propositions: affordable access to a productive asset, and the ability to pay for it in instalments — giving the business development team a clearer read on the local market before launch.
Owned marketing for the physical launch with TVS
Took ownership of marketing communications across the launch event — banner copy, T-shirt messaging, and other materials built to create awareness and excitement around NEO NX entering Ibadan.
Ran paid acquisition into a wall
After the launch, took ownership of paid acquisition — Facebook campaigns targeting people in Ibadan likely to need a motorcycle for work and mobility. The challenge was twofold: finding the right audience, and communicating the financing proposition without language like "hire purchase" that could create regulatory issues. The first campaign underperformed.
Went back to fundamentals and pivoted
Rather than continuing to optimize a weak campaign, I reviewed the creative, messaging, and audience response from the ground up, then built a new set of creatives with a different visual treatment and messaging designed to communicate the product's value more clearly.
Research, launch, diagnose, rebuild
The pivot at step 5 is the one moment that changed the outcome — everything before it built the case for making that call.
Where the pivot proved itself
The receipts — the actual ad account, before and after the rebuild.
The waitlist campaign vs. the NEO NX campaign
Same city, same product category, same channel — but the rebuilt campaign moved at a completely different scale. Amount spent went from roughly ₦2,663 to ₦160,500, but cost per click nearly halved, which is what actually drove the 403.3% increase in lead generation.
The comments told the same story as the numbers
The refined creative didn't just perform better on paper — it generated genuine, unprompted interest in the comments section, the clearest sign the new messaging had actually landed with the right audience.
Leads passed to business development
The leads generated through the campaign were handed over to the business development team for conversion. By the time I left the project, those leads were converting at approximately 5% into customers.
What the work actually moved
Also built the initial GTM approach for a new-city product launch, used pre-launch customer research to shape product positioning and messaging, and supported the launch of NEO NX in partnership with TVS.
What this project taught me
"A weak campaign is a data problem, not a spend problem."
The first campaign's issue wasn't optimization — it was creative and audience-message fit. Going back to fundamentals beat pushing more budget at it.
"Regulatory language is part of the creative brief."
Communicating an instalment-financing product without triggering "hire purchase" concerns meant the messaging had to do more work than a typical ad.
"Pre-launch research pays for itself."
Capturing real preferences — colours, use cases — through the waitlist before launch gave positioning a head start instead of a guess.
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