Product strategy · Experimentation · Deliveroo
Scaling Consumer Growth
Consumer Growth owned acquisition, activation, retention and reactivation.
Analysis showed there wasn’t one major growth problem. Small amounts of friction existed throughout the lifecycle, each reducing the likelihood of another order.
Rather than chasing one flagship feature, we built a systematic approach to identifying, prioritising and removing friction wherever it appeared.
+13.9%
YoY MAU
+552k
Monthly Active Users
+13%
Customer resurrection
-1%
Churn
figures taken from H1 2026 reflecting the impact of design optimisations
Where we chose to invest
Customer data, experimentation and cross-functional planning pointed to friction across the lifecycle rather than one obvious bottleneck. We therefore spread design investment across acquisition, onboarding, discovery, retention and reactivation, allowing multiple smaller improvements to compound into measurable growth.
While customer-facing improvements drove growth, one of the highest-leverage investments happened behind the scenes. AI-powered codeless experimentation dramatically reduced the effort required to test new ideas, allowing teams to learn faster and prioritise with greater confidence. Rather than delivering growth directly, it accelerated every part of the growth programme. Read more in AI Transformation →
Growth in practice
Lots of small initiatives from activation, engagement through to retention are continually being experimented with
App download banner
- Customer problem
- High-intent web visitors dropped before app onboarding.
- Leadership decision
- Prioritised reducing friction at the point of intent rather than increasing acquisition spend.
- Outcome
- +8.3k MAU · $6.3m GOV
Web OTP
- Customer problem
- Login friction prevented customers from completing high-intent journeys.
- Leadership decision
- Prioritised faster authentication as a growth lever, not just a utility improvement.
- Outcome
- +3.9k MAU · $2.8m GOV
Care Credit Reminder
- Customer problem
- Customers were missing value already available to them.
- Leadership decision
- Used lifecycle communication to bring dormant or under-engaged customers back into active ordering.
- Outcome
- +3.8k MAU · $2.6m GOV
Lifecycle programme
- Customer problem
- Growth was leaking through retention and resurrection, not only acquisition.
- Leadership decision
- Treated lifecycle optimisation as a core growth lever.
- Outcome
- +15.5k MAU · $11.5m GOV
Impact
The programme delivered $72.7m in annualised GOV, with $17.2m+ directly measured through individual initiatives. More importantly, it improved how the organisation made growth decisions. Faster experimentation, stronger evidence and clearer prioritisation meant we could identify opportunities earlier, validate them more quickly and invest with greater confidence.
None of these initiatives transformed the business in isolation. Their value came from compounding over time. Growth wasn’t the result of one breakthrough feature, but of consistently making better investment decisions across the customer lifecycle.