TL;DR
Challenge / Objective
USim was heavily dependent on Kuwait, which accounted for roughly 90% of historical revenue. This concentration created a growth ceiling: the company needed to open other markets while preserving the efficiency of an already high-performing domestic market.
The real problem was twofold. On one hand, expansion relied on scattered tests that were difficult to compare across markets, channels, and maturity levels. On the other hand, visibility into mobile performance and user journeys remained incomplete: Adjust was already in place, but post-ATT tracking required deploying SKAdNetwork, while the Segment, Braze, and Amplitude components were still missing to connect acquisition, in-app behavior, engagement, and commercial performance.
This situation limited the teams' ability to steer investments and product trade-offs from a consolidated view of users.
USim couldn't solve this issue through campaign or creative production alone. It needed a team capable of connecting acquisition, attribution, budget arbitration, and revenue logic, with senior enough oversight to quickly stop initiatives that weren't generating a profitable revenue pipeline.
The challenge: build an acquisition engine capable of defending Kuwait, testing other regional markets in a controlled way, and investing only where the data validated a growth trajectory.
Strategy
- Concentrate investment on markets with demonstrated conversion
- The first choice was not to confuse geographic expansion with budget dispersion.
- Kuwait showed the best conversion levels and acquisition costs among the markets tested. Bulldozer therefore kept this market as the main foundation of paid revenue, while structuring tests in Saudi Arabia, Bahrain, Oman, Egypt, and select English-speaking markets.
- Trade-offs were made decisively: some countries were paused and budgets reallocated toward successful markets. The goal wasn't to be present in more countries; it was to identify markets capable of becoming revenue drivers.
- To make these trade-offs possible, Bulldozer first strengthened performance visibility through revenue and sales dashboards, along with a more complete view of in-app customer behavior. The goal was to compare markets on shared business metrics, rather than steering expansion from isolated signals.
- Build an acquisition mix driven by profitability, not channel coverage
- Meta remained the backbone of paid acquisition, with localized creatives: Kuwait references, local creators, usage-focused content, and comparisons with international players.
- Apple Search Ads opened up new acquisition potential based on an insight from organic data: a share of Kuwaiti users were using the US store. A campaign targeting Arabic-speaking users on the US App Store was launched and showed encouraging early signals on a limited budget. This opportunity still needs to be confirmed at larger scale before being durably integrated into the investment strategy.
- Acquisition channels were managed differently depending on the market, maintaining the best-performing levers while progressively developing those with growth potential.
- When results fell short of expectations, investments were reallocated to more effective channels rather than artificially sustained. In parallel, a complementary approach based on micro-influencers was structured to diversify acquisition sources.
- Performance tracking allowed continuous adjustment of budget allocation, with particular attention to profitability, the quality of acquired users, and each lever's potential to scale.
- This approach shifted the model from stacking channels to allocating marketing capital based on each lever's actual ability to generate revenue.
- In parallel, Bulldozer structured the activation layer needed to turn customer data into actionable marketing: better audience insight, in-app behavior tracking, and identification of new acquisition levers.
- Adapt acquisition to local signals rather than applying a generic media calendar
- Seasonality was a structuring factor in USim's model.
- In Kuwait, consumption peaks tied to payday cycles and national holidays were factored into budget trade-offs. Regionally, the eSIM high season is mainly concentrated between Q4 and Q1: holidays, religious celebrations, travel periods.
- Performance was therefore assessed using comparable seasonal windows, rather than isolated month-over-month comparisons. This discipline matters: April 2026, for example, was affected by a regional geopolitical context that weighed on travel appetite in Kuwait and the rest of the Middle East. Comparing April 2026 to April 2025 without accounting for this context would understate the account's actual trajectory.
- Complete attribution to make iOS trade-offs manageable
- Adjust had already been deployed since summer 2025. Bulldozer focused on the missing piece: implementing SKAdNetwork to improve iOS performance visibility in a post-ATT environment.
- In March 2026, Bulldozer built on this foundation by structuring the data and CRM ecosystem (notably around Segment, Braze, and Amplitude), alongside the SKAdNetwork deployment and the setup of revenue and sales dashboards. Within a few weeks, USim had a more reliable read on performance; in under eight weeks, the team also had access to complete in-app user insights.
- This infrastructure made it possible to connect acquisition, customer behavior, and commercial performance, and then use that data to adjust budgets, campaigns, and product decisions.
Results
- 6 markets tested
- 5 data components integrated
- 4 acquisition channels managed
USim now has a 360° view of its users: where they come from, the channels and campaigns that acquired them, their in-app behavior, and their contribution to commercial performance. This visibility didn't exist before in a consolidated way.
