Our Work

This campaign did not have one market to manage. It had eighteen. Simultaneously. Local cable, all four broadcast networks (ABC, CBS, FOX and NBC), streaming, and local spots in Super Bowl LVIII on CBS — all inside a single campaign flight. It was the Super Bowl, and every market still had to deliver. Every one of those eighteen markets carried its own inventory dynamics, its own audience concentration, and its own delivery risk. The question was not whether Adonai could place the buy. The question was whether every market could be treated individually while the campaign performed as one unified whole. That is a different kind of problem than most partners are built to solve.

Each of the eighteen markets received its own channel mix, its own delivery target, and its own week‑by‑week stewardship plan. This was not a unified buy distributed across markets. It was eighteen individual strategies operating in coordination. A concurrent streaming layer ran alongside the TV buy from the start — not as an add‑on, but as a purpose‑built extension designed to reach the audience beyond the traditional screen and drive measurable store‑level outcomes. When added value accumulated across the footprint, Adonai documented it market by market and returned it to the client without being asked.

18 markets. Every one delivered more than 100% of the impressions purchased, with more than half of all TV impressions coming from ABC, CBS, FOX and NBC. Local spots aired in Super Bowl LVIII itself and in Super Bowl programming across five markets. The streaming layer ran at a disciplined 6.8 frequency over six weeks and delivered 102% of its impressions, 95.5% of them on the TV screen, through private marketplace deals with Disney, Peacock, Paramount+, Spectrum and Disney+ and premium live TV streaming services. 9,282 of the viewers it reached, about 1 in every 100, walked into a store, some traveling in from beyond the targeted markets, measured with third‑party mobile location data. The impressions did not just reach audiences. They moved them to a store.

This campaign did not start from a comfortable place. In week one, delivery across all four markets ran well behind pace, and Tampa furthest of all. In West Palm Beach, a contract dispute between Disney and the cable provider took Disney’s channels off the local lineup in the early weeks, entirely outside Adonai’s control. The question from the agency was direct: were the audience projections off? Was the shortfall structural?

The answer was no — and the work to correct it was already underway. Adonai had been in active communication with local cable buyers in every market from week one. Adonai added free spots in both Tampa and West Palm Beach to close the gap, without waiting for inventory to recover. Every week, the agency received a full pacing report: market‑by‑market data, an honest assessment of where the campaign stood, and a clear account of every action taken. Nothing was managed. Nothing was softened.

Every market finished at or above 100% of the impressions purchased: 2,364,586 impressions delivered against 2,024,431 contracted, with the added value returned transparently, market by market, without being asked. The next campaign opportunity from the same agency was routed directly to Adonai without a competitive pitch. That is what accountability looks like when a campaign ends.

In a Philadelphia market where broadcast stations compete aggressively for every retail dollar, being awarded a major share of a sporting‑goods retailer’s buy as a local cable partner is not a standard outcome. Broadcast typically dominates. Local cable supplements. This campaign inverted that dynamic — and the expectation that came with that share was clear: deliver it.

The share was earned through demonstrated performance across prior campaigns — not negotiated on rate. The strategy for this campaign matched the audience: premium sports inventory in a sports‑obsessed market during October, with MLB Playoffs, NBA Opening Night, NFL, and College Football running simultaneously. NFL Network, FS1, TBS, and ESPN anchored delivery. 153 free spots were added throughout: bonus spots, plus Audience Deficiency Units (ADUs), the makeup spots owed when a schedule falls short of its promised audience. Most came in the final broadcast week, when inventory opened and Adonai moved aggressively to secure every available impression.

922,668 impressions delivered against 757,999 contracted. The share was not just awarded — it was validated. When the agency buying director confirmed the share, the message was two words: “Took 30%!” That brevity said everything. The relationship that earned that share is the same relationship that produced the result.

A national consumer brand wanted a place inside the most‑watched stretch of the college basketball season, in ten markets at once. Tournament inventory is the most competitive on cable, the schedule changes by the hour as teams advance, and the games do not wait for anyone’s pacing report.

The buy went where the audience was: inside live tournament coverage on the networks carrying the games, with TBS, TNT and truTV carrying about 86% of every impression. Every market was paced weekly through each round, and when the biggest games ran on all three networks at once, the brand ran with them. When the national championship drew 18.3 million viewers, the most‑watched title game since 2019, the brand was on screen inside the game. In Detroit, that was the night Michigan won its first national title since 1989. When one market came up short, the make‑good plan replaced every impression owed, in premium live sports, until the agency closed the books.

1.6 million more impressions than purchased, with the heaviest weeks landing in the opening rounds and the national semifinals. The biggest moments in sports are crowded. This brand was in them.

Direct Response is the most demanding discipline in media buying. The margins are thin. The expectations are daily. Every spot that doesn’t clear is a phone call that doesn’t happen, a lead that doesn’t come in, a sale that doesn’t close. This client came to Adonai in Q2 2024 with a test and a simple standard: deliver. Q1 2026 brought the added complexity of Grand Rapids — a market where political advertising flooded the most efficient inventory, compressing clearance rates through the quarter.

Adonai’s roots are in Direct Response. The discipline is not learned here on the job — it is baked in. Grand Rapids received 1,356 proactive bonus spots across Q1, the highest volume of any market. Albuquerque received 10 precautionary bonus spots in February before underdelivery became a problem. Knoxville recovered from a soft January with 85 bonus spots across the quarter. Every market was monitored weekly. Every response was activated before the client had to ask.

Q1 2026: 25M+ impressions managed. The campaign that started as a test in Q2 2024 doubled its markets after one quarter of results. That is not a renewal. It is a verdict. Eleven consecutive quarters on air, and still running in Q4 2026. The agency continues to route it to Adonai without a competitive review. That is the only endorsement that matters.

Two simultaneous orders. Two distinct clinic brands. Two demographic targets — Adults 25–64 and Adults 55+. One market. One opening quarter. Managing them in parallel — each with its own pacing requirements, its own inventory dynamics, and its own weekly delivery arc — is the kind of complexity that exposes the difference between a partner who manages campaigns and one who stewards them. The Adults 25–64 order opened its first broadcast week well behind pace, not a comfortable place to start an 8-week campaign.

Active intervention from week one. Spot weight was added progressively as total delivery to date recovered, week by week. The Adults 55+ order was managed separately and simultaneously, with 181 bonus spots activated throughout its flight to drive meaningful overdelivery for a senior‑targeted healthcare audience. Both orders received individual pacing reports. No week was left unaddressed. No shortfall was reported without a response already in motion.

The Adults 55+ order closed at 107.5% weighted delivery. $498,206 aired against $502,989 ordered. Both orders at or above goal. The agency confirmed Q2 before the Q1 wrap was closed: confidence in how Adonai stewards every dollar ordered, and in our team to handle new business. Q2 was a second quarter of Adults 25–64 at $547,930 ordered. This was the third distinct engagement from the same agency — three separate buyers, three separate clients, all routed to Adonai. That is what a relationship built on delivery, not promises, looks like.