Beautycounter — Social Strategy & Channel Architecture

Beautycounter was three organisations sharing one feed — a consumer brand, a 50,000-person sales network, and a political campaign. The channel doing the most commercial work was the one nobody could see, because organic revenue had never been tracked.

Beautycounter was three organisations sharing one feed. A consumer brand with a values-driven community. A direct sales business with tens of thousands of independent consultants as its primary distribution. And an advocacy organisation lobbying for federal regulation of the personal care industry. Social had to serve all three without any one cancelling out the others.

Underneath that was a more basic problem: nobody knew what social was actually worth. Organic revenue had never been tracked. The consultant network sold primarily through Facebook, and that activity was only ever visible inside each consultant's own account — never centrally. So the channel doing the most commercial work was the one nobody could see.

The first move was structural, not creative: shift from volume publishing to quality-led programming, so every post had a job.

Then a content architecture. Hero for the few large tentpole moments a year — a product launch, a store opening, a get-out-the-vote push. Hub for evergreen storytelling built around what the prime prospect actually needs. Hygiene for the always-on material people are actively searching for: tutorials, how-tos, product answers.

The monthly planning process ran in a deliberate order. What's happening for our audience right now. Then what are we doing that meets that. Then what are our marketing priorities. Audience need first, marketing priority third — that ordering is the strategy, and reversing it is how most brand calendars go wrong.

Insights fed the plan directly: comments, DMs, UGC, reviews, customer service, PR, and the consultants themselves. That loop is what connected community management to creative, which had been running as two disconnected functions.

Finally, the measurement layer. I built the reporting architecture — weekly tactical, monthly KPIs and campaign findings, quarterly thematic and creative audits with ROI on activations — and a fixed report structure covering high and low performers with reasons, direct and indirect competitors, platform changes, and community feedback. One section existed purely so community managers could log something they noticed and acted on, and get credit for it. That was a decision about people, not data.

Counterman

The men's line launch is the clearest worked example of Hero content. A week-long architecture: three days of pre-launch education on how men's skin actually differs, a launch-day UGC mechanic where followers filled in their own motto and submitted it by @mention, shoppable product posts, a day profiling one man's story in depth, and a grooming-style quiz that landed on a Spotify playlist made for the occasion. Every element was built from assets that already existed.