Case studyRiksTV & Strim.no
Launching Norway’s first pure B2C streaming service — while transforming digital sales for a major TV distributor.
Built Strim.no’s acquisition engine from zero and cut CAC by 40%, exceeding subscriber targets ahead of schedule — while simultaneously rebuilding RiksTV’s website and leading digital sales for the established core business.
Two products, two growth logics, at once.
RiksTV is one of Norway’s largest television distributors, serving hundreds of thousands of households with digital TV. In 2018 the company decided to launch Strim.no — Norway’s first pure B2C streaming subscription service — as a digital-first product alongside RiksTV’s established distribution business.
I held a dual leadership role. For RiksTV, I led digital sales and e-commerce across an established brand, existing infrastructure and a mature customer base. For Strim, I started with a blank page: no dedicated team, acquisition engine, channel strategy, measurement framework, agency setup or proven commercial model.
My responsibility was to build all of it — and to establish whether Strim could acquire and retain subscribers at a commercially sustainable cost.
The starting point
A new category, with no data to optimise against.
RiksTV was an established subscription business — the challenge there was efficiency and e-commerce. Strim was a new category proposition with no historical performance data; the acquisition model, operating structure and measurement all had to be created while the product entered the market. Strim needed to:
- Establish a distinctive market position and build awareness from zero
- Explain a new way of purchasing television content
- Create a scalable subscriber-acquisition model
- Identify the right channel mix and develop effective creative
- Measure conversion and acquisition cost reliably
- Balance subscriber growth with commercial sustainability
What I owned
Growth and acquisition across both businesses.
At RiksTV I owned digital sales, e-commerce, website, paid acquisition, agencies and conversion. At Strim I owned the complete commercial growth system — meaning I was simultaneously improving an established digital business and building an entirely new one:
Act I
Building Strim’s growth engine from zero
One connected acquisition operation, not several disconnected channels.
Agency partners as one operation
I selected and onboarded specialist media and creative agency partners across paid search, paid social, programmatic and creative development. Rather than treating them as separate suppliers, I built a shared performance structure around them:
- Clear commercial and channel briefs, with defined responsibilities
- Shared success metrics and regular performance reviews
- Creative feedback loops and testing / optimisation cadences
- Transparent budget decisions
Act II
Establishing measurement and attribution
Decisions based on subscribers and economics — not impressions or traffic.
Beyond clicks to subscribers
Strim needed to understand far more than how many people clicked an ad. I implemented the measurement and attribution framework required to answer the questions that actually mattered:
- Which channels generated subscribers
- Which campaigns and creatives performed best
- How acquisition costs differed by audience and source
- Where users dropped out of the journey
- How budgets should be distributed, and whether growth stayed viable
A shared foundation for performance
The framework created a common language across internal stakeholders, agencies, channels and creative teams — so decisions could be based on subscriber outcomes and acquisition economics rather than platform-specific vanity metrics.
Act III
Rebuilding the performance strategy
Faster learning and stronger commercial discipline.
Faster creative iteration
Streaming is a highly creative-dependent category — performance varies with the content promoted, the proposition, the audience and the timing. I introduced tighter iteration cycles between campaign data and creative production, using performance insight to continuously refine messaging, formats and concepts rather than treating creative as a fixed deliverable.
Budget allocation on marginal returns
Budgets were evaluated on the additional subscriber value each channel could generate — not historical allocation or average platform metrics. That made it possible to scale channels while they stayed efficient and redirect investment when marginal returns deteriorated.
Agency accountability
Clearer briefs, feedback structures and optimisation cadences meant every partner worked toward shared commercial outcomes, with channel results connected to subscriber growth and CAC. Together, these changes reduced Strim’s customer acquisition cost by 40% while subscriber-growth targets were exceeded ahead of schedule.
Act IV
Transforming RiksTV’s digital sales
A different playbook for the established core business.
Optimising an established business
Alongside launching Strim, I remained responsible for digital sales and acquisition at RiksTV — a business with established products, awareness, infrastructure and a broad subscriber base. My work included rebuilding rikstv.no, improving the e-commerce journey, managing digital-sales performance, overseeing paid-acquisition partners and optimising conversion across existing and new customers. The new site had to explain a more complex TV offering, support package selection and convert within an established subscription model.
Two growth logics at once
Managing RiksTV and Strim simultaneously meant holding two separate growth logics: optimisation and transformation for an established business, and validation and rapid scaling for a new digital service — while sharing knowledge, capabilities and commercial discipline across both.
Results
A launch and a transformation, in parallel.
Two products, two commercial models, one coordinated growth operation.
Strim launched from zero
I built the team, agency structure, channel strategy, creative process, measurement framework and acquisition operation to bring Strim to market — moving it from a strategic concept to an operating B2C subscription business with a measurable growth engine.
40% reduction in CAC
The rebuilt performance strategy cut customer acquisition cost by 40% — driven by more disciplined budget allocation, tighter creative iteration, better measurement and stronger agency management.
Subscriber targets exceeded early
Strim grew faster than planned and exceeded its subscriber-acquisition targets ahead of schedule, while improving acquisition efficiency.
Two products, two commercial models
In parallel I led the rebuild of rikstv.no and continued managing digital sales for the mature distribution business — running separate strategies for an established product and a ground-up streaming service while sharing capability and commercial discipline across both.
Key learnings
What launching-and-transforming taught.
A new product needs operating infrastructure before it can scale.
Channels, agencies, creative, measurement and decision cadences had to be built together, not bolted on later.
Subscriber growth only matters when the economics work.
CAC was treated as a central product and commercial constraint — not just a marketing metric.
Creative and performance can’t operate separately.
Faster feedback between channel data and creative production materially improved acquisition efficiency.
Attribution creates organisational alignment.
A shared measurement framework let internal teams and agencies optimise toward subscriber outcomes rather than channel-specific vanity metrics.
Established and new products need different growth systems.
RiksTV benefited from structured optimisation; Strim required rapid validation and infrastructure creation.
Agency management is a growth capability.
Clear briefs, shared metrics, fast feedback and commercial accountability turned external partners into one coordinated acquisition operation.
“I built Strim’s acquisition engine from zero, reduced CAC by 40%, and exceeded subscriber targets ahead of schedule — while simultaneously rebuilding RiksTV’s website and leading digital sales for the established core business.”
My role
Growth and acquisition across RiksTV and Strim.no.
I led growth and acquisition across both businesses — launching a new B2C streaming service while transforming digital sales for an established distributor:
- Launching Strim’s growth operation from scratch
- Developing the product and commercial proposition
- Building the team and agency model
- Selecting and onboarding media and creative partners
- Creating the measurement and attribution framework
- Leading paid search, paid social and programmatic strategy
- Directing creative testing and iteration
- Managing budgets based on marginal returns
- Reducing CAC by 40% and exceeding subscriber targets ahead of schedule
- Rebuilding rikstv.no and leading RiksTV digital sales & e-commerce
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