The engagement began with addressing foundational visibility gaps. Paid media tracking was restructured through a revised UTM framework that worked within legacy analytics systems while establishing a durable foundation for future data models as Condé Nast migrated to modern data infrastructure. This created consistent, reliable performance visibility without introducing operational complexity.

With measurement stabilized, the Google Ads program was rebuilt to restore control and intent ownership across channels. The product feed in Google Merchant Center was restructured to resolve policy constraints through coordinated changes to pricing presentation and traffic routing, allowing Shopping to become a scalable and compliant acquisition lever within the subscription category.

As Shopping matured, PMAX was deliberately removed after analysis showed it was not contributing incremental volume and was instead competing with core Search and Shopping activity. Removing PMAX reduced internal auction pressure and restored clarity around where demand was being captured.

Search was then restructured to focus investment on high intent terms and previously uncaptured queries, while explicitly excluding low value traffic related to cancellations and account management that had been consuming spend under the legacy setup. This shift improved cost control, strengthened efficiency, and ensured media investment was aligned with true acquisition intent.

Together, these changes transformed the account from a fragmented, overlapping system into a controlled and intent led acquisition engine, improving efficiency while expanding high quality subscription growth.