In fourteen months, Flowlife went from a home market on autopilot to 86% year-on-year growth, closing 2025 at 90 million SEK in revenue. Norway grew from 2 million to 8 million SEK in a single year, up a further 250% year-to-date, while Germany was built into a fully live market from close to zero. Ad spend roughly doubled in the process and every point of that growth stayed profitable.
Marc Verschueren, Head of Grow at ROIROI spoke through the process with Emelie Åkesson, Marketing Lead at Flowlife.
There is a particular kind of frustration in having the product right and the market wrong. Flowlife had spent years building genuine credibility in recovery tech, from its first massage pillow through to red light therapy and hyperbaric chambers now used by elite athletes and everyday consumers alike. The brand was tight. The logistics were in place across Europe. And still, in market after market, nothing was happening.
That was the position Flowlife was in fourteen months ago, when the Swedish recovery brand began working with ROIROI. Emelie, Flowlife's marketing lead, describes it plainly: proven product-market fit, a strong brand, and a scaling problem underneath it. The team was relying heavily on Google in their home Nordic market, which meant they were harvesting demand that already existed rather than creating any. Meta was underused. And despite having the infrastructure to sell across the continent, most of that infrastructure was sitting idle. The capability to grow was there. The demand generation to justify it was not.
This is a more common problem than it looks. Plenty of ambitious brands reach a point where the constraint isn't the product, or even the market opportunity, it's that their performance setup was built for a smaller, earlier version of the business, and nobody has gone back to rebuild it for what comes next. A brand can be doing everything right at the product and brand level and still plateau, simply because the machine responsible for finding new customers was never asked to do more than it was originally built for.
Put simply: Google Search largely captures demand that already exists, someone has decided they want a recovery product, they search for it, and a well-run account wins that click. Meta-led performance is the channel built to create demand rather than just capture it, putting the brand in front of people who weren't already looking. For a brand with genuine international logistics capacity sitting idle, that distinction is the one that mattered.
The work started with the account itself. Within a few weeks, Flowlife had a complete new setup. Emelie admits the quiet first stretch was "a bit scary," which is usually the sign that proper structural work is happening rather than surface-level tweaks. The spend split moved from roughly 80/20 in favour of Google to nearly the reverse, weighted towards Meta as the channel for genuine demand generation rather than harvesting. That single shift is the difference between paying to capture people who were already looking for you, and paying to put you in front of people who weren't looking yet.
Creative had to change too. Flowlife's brand system was disciplined and consistent, which is exactly what makes a brand recognisable, and exactly what tends to underperform on social without adaptation. That work happened in partnership, using ROIROI's creative expertise against Flowlife's existing brand foundations rather than replacing them. The brand didn't get diluted. It got translated into a format that actually earns attention in a feed.
None of this was allowed to be growth for its own sake. Every market expansion was tested against ACOS targets, with daily optimisation deciding where spend increased and where it pulled back. Push where it works, hold where it doesn't, and keep asking what could be done better, that discipline is what turned new spend into new customers rather than new noise. It's a slower, less dramatic way to expand into a new country than simply switching the budget on and hoping, but it's the version that survives contact with a finance review six months later.
Flowlife closed 2025 with year-over-year growth of around 86%, ending the year at 90 million SEK in revenue. Norway is the clearest single-market proof point: from roughly 2 million to 8 million SEK between 2024 and 2025, growth of around 300%, running almost entirely on performance marketing that didn't exist there before, and continuing at a further 250% year-to-date into 2026. Germany started from close to zero and has grown at similarly steep rates, effectively standing up a new market from nothing but paid demand.
Total ad spend has roughly doubled year-on-year. On its own, that's a number that should make any finance lead nervous. What makes it a good number rather than a risky one is that growth stayed profitable throughout, spend increases were earned through daily ACOS discipline, not pushed through on faith. Scaling spend is easy. Scaling spend without eroding margin is the actual job, and it's the part that separates a real performance partner from a media-buying vendor. Plenty of accounts can produce a growth chart that looks like this for a quarter. Holding profitability steady while doing it, across two new markets simultaneously, is the part that's actually difficult to fake.
It's also worth sitting with what the Norway and Germany numbers represent structurally, not just financially. Norway went from a market Flowlife was lightly present in to one contributing meaningfully to the group's growth, on a channel mix that essentially didn't exist there twelve months earlier. Germany is the sharper version of the same story: a market built from close to zero, which means there was no legacy account to optimise, no historical data to lean on, and no existing customer base to retarget. That's the harder version of international expansion, and it's the one that proves the model rather than just benefiting from a market that was already warm.
What Emelie describes about the working relationship is, in some ways, the more interesting part of the story. She's careful to note that ROIROI functions less like an agency running ads and more like an extension of the team, biweekly syncs as a baseline, but never more than a Slack message away, with room to bring in a workshop or a deeper conversation whenever a new site launch or a creative reset calls for it. That distinction matters more than it sounds. A lot of brands hire a performance agency and get exactly that: performance, isolated from everything else happening in the business. What Emelie points to instead is "360 knowledge around the whole e-commerce business," an agency that understands what happens after the click, not only what happens to get it.
That is, ultimately, the model. Performance marketing done well is not a bolt-on skill sitting apart from the rest of a brand's commercial engine, it has to be read against creative, against the customer experience the ad is driving traffic towards, against what the business can actually fulfil once demand arrives. Flowlife had already solved most of that. What was missing was a partner willing to rebuild the demand-generation layer with the same rigour, and hold it to a profit standard rather than a spend target.
Emelie's answer to whether she'd recommend the approach is unambiguous: to any brand at a similar stage, with similar ambition, that has done the difficult work of building something worth scaling. That qualifier matters. This isn't a story about performance marketing rescuing a weak brand or propping up a product that wasn't ready. It's a story about what happens when the demand-generation layer finally catches up to a brand that was already capable of more than its account was letting it do.
"It very much feels like an extension of the team. It's simply not an agency optimising ads. It's way more than that." - Emelie Akesson, Marketing Lead at Flowlife
If there's a single question worth taking from Flowlife's last fourteen months, it's this: is your current constraint actually a product or market problem, or is it a performance setup that was built for an earlier, smaller version of the business and never revisited? The two look identical from the outside, flat growth, markets that should be working but aren't, but they call for entirely different fixes. Flowlife didn't need a new product or a repositioned brand. It needed a partner willing to rebuild the engine underneath both, and to hold every mile of new growth to the same profit discipline as the first. That's the work, and it's repeatable for any brand sitting on infrastructure it isn't yet using.