Hey, I’m Scott. I’m new here.
Over this past week, I’ve been tasked with lifting the cushions and rummaging through stacks of post-it notes at Bïrch HQ to reveal the stories and secrets that have shaped their year.
There’s a lot to share. There’s also a lot I can’t share, because I’ve just started, and I don’t want to be fired immediately for revealing trade secrets. But trust me—the future of advertising efficiency looks like a cute little bird darting joyously across a bright yellow sky.
This retrospective is pieced together from a series of interviews I’ve hosted with various members of the Bïrch team. It also marks a new chapter for the Bïrch blog, which is fast becoming a nest of experimentation, championed by Bïrch’s Head of Operations Elina Minnie.
My goal for this piece was simple—to surface the strategic and practical lessons, or sparks of inspiration, that other marketers can take from Bïrch’s success.
I had a lot of fun speaking to the team and listening to them reflect on their year. We all need to remember to take time to undertake these types of discussions, and share in our successes and struggles for the greater good of wellbeing, fulfillment, and building really cool businesses.
Key takeaways
- The rebrand was an internal catalyst for a shift in mindset. The updated brand led to a new level of team confidence, allowing Bïrch to confidently explore a broader product vision and secure high-value partnerships.
- This is about the future of ecosystems, not tools. Bïrch has a vision to build a platform that serves the entire marketing team (Creative, Media Buyer, Ops Lead) by connecting creative testing, automated optimization, and reporting.
- Launching ads should be easier. A focus on seamless ad launch functionality represents their most ambitious next step: allowing marketers to launch campaigns simply by providing creative, message, and budget—letting Bïrch handle the administrative complexity via their Ads Launcher features.
The rebrand: a psychological shift and a new trajectory
Bïrch’s rebrand from Revealbot toward the end of 2024 was more than a simple name change—it marked a fundamental shift in vision and focus for the company.
The rebrand was born out of necessity, vision, and that uncomfortable feeling of “something needs to change, even if we’re not sure what exactly.” The company recognized that the performance marketing industry was rapidly evolving, and they needed to evolve with it.
“We were all over the place. We failed. We tried a few products, we switched and pivoted a bit within them, but it was quite a mess. But I think that was essential back then, because we really knew that we wanted to change. We started the rebranding because the whole market was changing. We knew that we wanted to change, but didn’t know which way to go. We were doing quite a lot of experiments. It was messy.” —Iskander Musaev, Co-founder.
The most profound impact of this rebrand decision has not been external, but internal and psychological. What struck me when speaking to the team was that, even though they didn’t know exactly where they were headed during this period, they all felt unified in their exploration of the unknown.
How do you achieve a culture where people embrace the unknown rather than fear it? Here’s what CEO and Co-founder Mikhail Trofimov had to say:
“We started with this kind of open culture when we were a three-, five-, ten-people team. We never had any fear of sharing ideas and discussing them with each other. As we’ve grown, we haven’t shown any reason for people to hide their thoughts and ideas. I try to encourage people to openly share their concerns and ideas.”
It sounds simple, but if you give employees no reason to distrust the leadership of a company, you’re able to continue to achieve buy-in even as you scale.
Momentum started to build as the team went on this journey to rebrand and refocus together.
“We started appreciating our own work more, and this rebranding was the main factor that started this shift in psychology,”—shared Head of Partnerships Aigul Kav, noting that this process of rebranding led to a new, collective confidence.
Sales & Affiliate Manager Aaron Scullion felt the rebrand gave the team license to shed their old “bot” identity: “We’ve got a different name, and we’re not put in a box anymore.”
The pieces of the puzzle were falling into place, and it started to become clear to me that Bïrch’s rebrand symbolized a much bigger strategic shift in the company. But one question still remained—who was responsible for taking all these ideas and turning them into something the rest of the world could feel?
And that’s when I was introduced to Bïrch’s own Rick Rubin—Head of Communication Design Stas Aki.
Here’s what Co-founder Iskander had to say about hiring Stas in early 2025:
“All of a sudden, we’ve got another great person on the team to drive this through—to move this forward. Amen. Amen. It was the plan the whole time to actually try to inspire others. And when they get inspired, it inspires me even more! It became a vicious circle of inspiration.”
Stas’s approach to communication design was the perfect fit for Bïrch’s fluid, experimental culture.
“I’ve developed a design approach that allows for mistakes—allows us to assemble compositions in a collage style. There’s a lot of freedom in it, and you can’t really spoil colors or shapes, because a collage is a collage; it doesn’t have very strict guidelines. It can be, you know, anything.”—Stas Aki, Head of Communication Design.
This translates to an identity that isn’t rigid, but constantly developing, with visual elements like a collage. Animated web components that shift and transform. It’s even extended to this piece you’re reading, where Elina has embraced this philosophy and is applying it to Bïrch’s blog.
This creative confidence from the design team mirrors the broader company vision. CEO Mikhail Trofimov believes that great businesses are those that learn how to thrive in the intersection between creativity and a data-driven approach. The goal at Bïrch is to combine these two things, leveraging the intuition of their founders while still anchoring decisions with customer feedback and testing.
“Great businesses are created somewhere in the intersection between creativity and a ‘do it’ approach. My goal as a CEO is to find this balance.”—Mikhail Trofimov, CEO.
2025 successes and lessons learned
The rebrand from Revealbot to Bïrch coincided with the establishment of a stronger, more attentive partnership with Meta, becoming a key external indicator that the new direction was working.
The breakthrough was rooted in continuous growth and strategic timing. After steadily increasing its volume of ad spend over eight years, Bïrch eventually hit a “certain threshold where they couldn’t ignore us anymore.” This growth aligned with Meta’s increased attention to its partnership ecosystem, leading to Meta reaching out to Bïrch.
The shift was immediate and validating, and led to several key wins over the last year, including:
- Joint Product Launch: Bïrch successfully launched the Bïrch Hub product in partnership with Meta. This solution is built for user-friendly server-side tracking, for enhanced tracking and ad performance.
- Expanded Visibility: The collaboration led to joint appearances at many events across Europe, including DACH App Marketing Summit, Meta Marketing Summit Warsaw, and EMEA Agency Summit.
- External Validation and Momentum: CEO Mikhail credits Meta’s attention with helping Bïrch start to “…get attention from other platforms, including TikTok, Snapchat, eCommerce platforms, even influencers.” For the team, the partnership provided the confidence boost needed to push forward with their refined vision.
“I thought, alright, we’ll make it through—we’ll make it through this,” Iskander shared.
A bigger toolbox
While automations remain at the core of Bïrch’s value proposition, they’ve broadened its solutions beyond the domain of the media buyer. New features like Ads Explorer (reporting on creatives) now cater directly to the creative teams who need to analyze thousands of creative assets being tested each week.
The strategic need for this shift is clear:
“AI has dramatically changed the amount of assets creatives are able to publish. So, some people are now able to create hundreds, if not thousands, of creatives a week. This demanded improved reporting processes for those creatives.”
Building on the momentum of new features like Ads Explorer, the overall product strategy has shifted to solve chronic customer pain points that extend beyond simple performance rules. Creative teams have long suffered from needing to “upload and pray,” without a robust system for attributing results back to specific assets or messages. Bïrch’s response has been to develop creative testing & analysis features designed to integrate deeply with the production process. This includes functionality for automated asset rotation, grouping creatives by type (UGC, promotions, influencers), and identifying fatigue patterns. Ultimately, the goal is to shift conversations from merely analyzing “what works” to understanding “why things work,” by tying performance insights directly to asset versions and overall creative strategy.
Improvements in qualified traffic
It’s easy to get fixated on the vanity metric of total traffic to a website, but Bïrch’s team have been reminded about an important lesson in traffic quality this year.
Over the last 12 months, Bïrch has seen a decrease in traffic, influenced by two primary factors: changes in advertising strategy and the migration of the blog to a new platform.
Starting from spring 2025, there’s a clear upward trend, coinciding with renewed focus on content and blog activity under the new strategy.
This revised strategy has already started to show improvements with respect to engagement, registrations, and active subscribers:
- Engagement
Average engagement time grew to 3 minutes 51 seconds (+19 s, or +9% compared to the previous period). - Registrations
Increased 3–4 months after the rebranding. - Active subscribers
Also grew steadily—the trend was declining before the rebrand but reversed afterward, showing +29% growth by October 2025.
Customer success unification
The final major win of the year was the strategic merger of Bïrch’s customer-facing operations. Previously split between sales and community care, the two functions were unified into one comprehensive Customer Success team, initiating one of the biggest changes for that department this year. This structural shift eliminated the separate objectives and fragmented efforts of the past. The new team now spends significantly more time synchronizing on client status, ensuring they work together to provide a fully supported and guided experience for all clients right from the start.
This unification created a single, powerful channel for customer feedback, offering a complete 360-degree view of issues and problems. Rather than having two voices separately attempting to address customer needs, the combined team is now able to approach solutions together, significantly strengthening their influence across the company. The outcome is a more impactful team that can better inform product development and company decisions:
“One unified voice that is much stronger than voices of two separate teams because we’re now able to provide a 360 view. The problems, the issues of the customers can be explored by both teams, and that makes our decision-making much stronger than before. It’s also given us more influence on product development. This has been the biggest success for me.”—Aigul Kav, Head of Partnerships.
This new structure ensures that insights gained during the sales process are immediately connected to the post-onboarding support experience, creating a cleaner handoff and a more resilient, client-centric internal engine.
Biggest challenges & key lessons
While Bïrch’s mascot is now barrel-rolling through the clouds of performance marketing, the flight has certainly experienced periods of turbulence. Interestingly, the biggest challenges that surfaced during my conversations with the team at Bïrch stemmed from the co-founders’ personal concerns and frustrations in their own ability to communicate their visions.
Iskander summed it up perfectly: “I felt like a preacher. I put a lot of pressure on myself to try and inspire. I saw the potential and always sort of described it as a wave that’s coming. We want to be surfers, but we’ve got to start paddling first. I needed people to believe that if we start paddling, something big will happen. That was the hardest part.”
The key lesson here is the importance of shared inspiration. Bringing on key talent like Stas helped to turn this creative pressure into joint discussion and momentum—a place where inspiration was reciprocated and amplified across the team.
Stas noted his biggest struggle has been trying to find the balance between experimental, creative design and market expectations. The performance marketing world isn’t as “experimental” as other creative fields, requiring Bïrch to find a sweet spot where the brand is vibrant and fresh without becoming inaccessible:
“I can easily slip into more experimental, crazy, strange, vibrant, and maybe even shocking. So I’m kind of restricting myself not to go too far with this. The problem is that sometimes you need to align this personal design philosophy with actual business objectives. For me, this can be tough, because the performance marketing industry is a little more conservative and typically not so experimental with respect to design.”
The flight ahead
The rebrand was an acknowledgment that Bïrch’s ambition extends beyond just automation tools. The future vision is to transition from a tool for specific actions into an ecosystem—a central performance engine for the entire marketing team. This shift addresses the increasing complexity facing performance marketers.
The problem Bïrch is now solving
Performance marketers are grappling with losing control as platforms push automated and AI-powered settings. They are juggling fragmented data sources, navigating compliance policies, and are still spending too much time on manual, repetitive tasks like ad launching and creative upload.
Bïrch aims to simplify the entire ad flow—from idea to asset creation, channel spread, optimization, and creative feedback loops. The most exciting updates on the horizon relate to the evolution of Ads Launcher:
“I would like to create a tool where you can provide just three inputs: the creative, the budget, and your goal. And then let AI and automation take care of the administration part.”—Mikhail Trofimov, CEO.
The long-term goal for Bïrch is to become the unified communication channel between the business and ad platforms. As platforms increasingly shift toward AI and sophisticated APIs, Bïrch’s role will be to provide a simpler, universal interface that makes the entire process more efficient and less fragmented.
Mikhail foresees a future where ad platforms will increasingly focus on their APIs, making external tools like Bïrch essential for connecting everything:
“I believe that in the future, the main product should be just APIs for agents. I believe it should be much easier for businesses and advertisers to just communicate through a simple, universal interface.”
Bïrch is positioning itself to be that unified communication channel, making the complex process of ad management as simple as providing the core inputs—creative, budget, and goal—and letting the unified system handle the rest.
As for the blog…
The company’s evolving mindset is nowhere more visible than in the direction of its content. Elina aims to create a “…media platform for marketers to share their expertise and experience.”
This approach reflects Bïrch’s commitment to connectivity and mutual learning: “This is also a way for us to learn more about the industry we’re in and connect with the community,” says Elina.
By prioritizing engagement with industry leaders and sharing expert insights, the Bïrch blog will continue to act as a valuable resource and a reflection of the company’s own journey of discovery and growth.
The foundations are already in place and are starting to bear fruit. Over the last five months (May to September), the blog has seen sharp engagement improvements*:
- Total Unique Views: 3,439 → 10,380, a +201% increase
- Bounce Rate: 57% → 42%, a 26% reduction
- Avg. Time on Page: 1.6 minutes → 2 minutes, +25% increased engagement time
For the period of May 1–September 30, 2025, vs. the average monthly sessions for the previous six months.
Who knows—maybe they’ll even keep me around for the journey, seeing as I didn’t share their top-secret plan to release a physical adbot.
FAQs
Hey, I’m Scott. I’m new here.
Over this past week, I’ve been tasked with lifting the cushions and rummaging through stacks of post-it notes at Bïrch HQ to reveal the stories and secrets that have shaped their year.
There’s a lot to share. There’s also a lot I can’t share, because I’ve just started, and I don’t want to be fired immediately for revealing trade secrets. But trust me—the future of advertising efficiency looks like a cute little bird darting joyously across a bright yellow sky.
This retrospective is pieced together from a series of interviews I’ve hosted with various members of the Bïrch team. It also marks a new chapter for the Bïrch blog, which is fast becoming a nest of experimentation, championed by Bïrch’s Head of Operations Elina Minnie.
My goal for this piece was simple—to surface the strategic and practical lessons, or sparks of inspiration, that other marketers can take from Bïrch’s success.
I had a lot of fun speaking to the team and listening to them reflect on their year. We all need to remember to take time to undertake these types of discussions, and share in our successes and struggles for the greater good of wellbeing, fulfillment, and building really cool businesses.
Key takeaways
- The rebrand was an internal catalyst for a shift in mindset. The updated brand led to a new level of team confidence, allowing Bïrch to confidently explore a broader product vision and secure high-value partnerships.
- This is about the future of ecosystems, not tools. Bïrch has a vision to build a platform that serves the entire marketing team (Creative, Media Buyer, Ops Lead) by connecting creative testing, automated optimization, and reporting.
- Launching ads should be easier. A focus on seamless ad launch functionality represents their most ambitious next step: allowing marketers to launch campaigns simply by providing creative, message, and budget—letting Bïrch handle the administrative complexity via their Ads Launcher features.
The rebrand: a psychological shift and a new trajectory
Bïrch’s rebrand from Revealbot toward the end of 2024 was more than a simple name change—it marked a fundamental shift in vision and focus for the company.
The rebrand was born out of necessity, vision, and that uncomfortable feeling of “something needs to change, even if we’re not sure what exactly.” The company recognized that the performance marketing industry was rapidly evolving, and they needed to evolve with it.
“We were all over the place. We failed. We tried a few products, we switched and pivoted a bit within them, but it was quite a mess. But I think that was essential back then, because we really knew that we wanted to change. We started the rebranding because the whole market was changing. We knew that we wanted to change, but didn’t know which way to go. We were doing quite a lot of experiments. It was messy.” —Iskander Musaev, Co-founder.
The most profound impact of this rebrand decision has not been external, but internal and psychological. What struck me when speaking to the team was that, even though they didn’t know exactly where they were headed during this period, they all felt unified in their exploration of the unknown.
How do you achieve a culture where people embrace the unknown rather than fear it? Here’s what CEO and Co-founder Mikhail Trofimov had to say:
“We started with this kind of open culture when we were a three-, five-, ten-people team. We never had any fear of sharing ideas and discussing them with each other. As we’ve grown, we haven’t shown any reason for people to hide their thoughts and ideas. I try to encourage people to openly share their concerns and ideas.”
It sounds simple, but if you give employees no reason to distrust the leadership of a company, you’re able to continue to achieve buy-in even as you scale.
Momentum started to build as the team went on this journey to rebrand and refocus together.
“We started appreciating our own work more, and this rebranding was the main factor that started this shift in psychology,”—shared Head of Partnerships Aigul Kav, noting that this process of rebranding led to a new, collective confidence.
Sales & Affiliate Manager Aaron Scullion felt the rebrand gave the team license to shed their old “bot” identity: “We’ve got a different name, and we’re not put in a box anymore.”
The pieces of the puzzle were falling into place, and it started to become clear to me that Bïrch’s rebrand symbolized a much bigger strategic shift in the company. But one question still remained—who was responsible for taking all these ideas and turning them into something the rest of the world could feel?
And that’s when I was introduced to Bïrch’s own Rick Rubin—Head of Communication Design Stas Aki.
Here’s what Co-founder Iskander had to say about hiring Stas in early 2025:
“All of a sudden, we’ve got another great person on the team to drive this through—to move this forward. Amen. Amen. It was the plan the whole time to actually try to inspire others. And when they get inspired, it inspires me even more! It became a vicious circle of inspiration.”
Stas’s approach to communication design was the perfect fit for Bïrch’s fluid, experimental culture.
“I’ve developed a design approach that allows for mistakes—allows us to assemble compositions in a collage style. There’s a lot of freedom in it, and you can’t really spoil colors or shapes, because a collage is a collage; it doesn’t have very strict guidelines. It can be, you know, anything.”—Stas Aki, Head of Communication Design.
This translates to an identity that isn’t rigid, but constantly developing, with visual elements like a collage. Animated web components that shift and transform. It’s even extended to this piece you’re reading, where Elina has embraced this philosophy and is applying it to Bïrch’s blog.
This creative confidence from the design team mirrors the broader company vision. CEO Mikhail Trofimov believes that great businesses are those that learn how to thrive in the intersection between creativity and a data-driven approach. The goal at Bïrch is to combine these two things, leveraging the intuition of their founders while still anchoring decisions with customer feedback and testing.
“Great businesses are created somewhere in the intersection between creativity and a ‘do it’ approach. My goal as a CEO is to find this balance.”—Mikhail Trofimov, CEO.
2025 successes and lessons learned
The rebrand from Revealbot to Bïrch coincided with the establishment of a stronger, more attentive partnership with Meta, becoming a key external indicator that the new direction was working.
The breakthrough was rooted in continuous growth and strategic timing. After steadily increasing its volume of ad spend over eight years, Bïrch eventually hit a “certain threshold where they couldn’t ignore us anymore.” This growth aligned with Meta’s increased attention to its partnership ecosystem, leading to Meta reaching out to Bïrch.
The shift was immediate and validating, and led to several key wins over the last year, including:
- Joint Product Launch: Bïrch successfully launched the Bïrch Hub product in partnership with Meta. This solution is built for user-friendly server-side tracking, for enhanced tracking and ad performance.
- Expanded Visibility: The collaboration led to joint appearances at many events across Europe, including DACH App Marketing Summit, Meta Marketing Summit Warsaw, and EMEA Agency Summit.
- External Validation and Momentum: CEO Mikhail credits Meta’s attention with helping Bïrch start to “…get attention from other platforms, including TikTok, Snapchat, eCommerce platforms, even influencers.” For the team, the partnership provided the confidence boost needed to push forward with their refined vision.
“I thought, alright, we’ll make it through—we’ll make it through this,” Iskander shared.
A bigger toolbox
While automations remain at the core of Bïrch’s value proposition, they’ve broadened its solutions beyond the domain of the media buyer. New features like Ads Explorer (reporting on creatives) now cater directly to the creative teams who need to analyze thousands of creative assets being tested each week.
The strategic need for this shift is clear:
“AI has dramatically changed the amount of assets creatives are able to publish. So, some people are now able to create hundreds, if not thousands, of creatives a week. This demanded improved reporting processes for those creatives.”
Building on the momentum of new features like Ads Explorer, the overall product strategy has shifted to solve chronic customer pain points that extend beyond simple performance rules. Creative teams have long suffered from needing to “upload and pray,” without a robust system for attributing results back to specific assets or messages. Bïrch’s response has been to develop creative testing & analysis features designed to integrate deeply with the production process. This includes functionality for automated asset rotation, grouping creatives by type (UGC, promotions, influencers), and identifying fatigue patterns. Ultimately, the goal is to shift conversations from merely analyzing “what works” to understanding “why things work,” by tying performance insights directly to asset versions and overall creative strategy.
Improvements in qualified traffic
It’s easy to get fixated on the vanity metric of total traffic to a website, but Bïrch’s team have been reminded about an important lesson in traffic quality this year.
Over the last 12 months, Bïrch has seen a decrease in traffic, influenced by two primary factors: changes in advertising strategy and the migration of the blog to a new platform.
Starting from spring 2025, there’s a clear upward trend, coinciding with renewed focus on content and blog activity under the new strategy.
This revised strategy has already started to show improvements with respect to engagement, registrations, and active subscribers:
- Engagement
Average engagement time grew to 3 minutes 51 seconds (+19 s, or +9% compared to the previous period). - Registrations
Increased 3–4 months after the rebranding. - Active subscribers
Also grew steadily—the trend was declining before the rebrand but reversed afterward, showing +29% growth by October 2025.
Customer success unification
The final major win of the year was the strategic merger of Bïrch’s customer-facing operations. Previously split between sales and community care, the two functions were unified into one comprehensive Customer Success team, initiating one of the biggest changes for that department this year. This structural shift eliminated the separate objectives and fragmented efforts of the past. The new team now spends significantly more time synchronizing on client status, ensuring they work together to provide a fully supported and guided experience for all clients right from the start.
This unification created a single, powerful channel for customer feedback, offering a complete 360-degree view of issues and problems. Rather than having two voices separately attempting to address customer needs, the combined team is now able to approach solutions together, significantly strengthening their influence across the company. The outcome is a more impactful team that can better inform product development and company decisions:
“One unified voice that is much stronger than voices of two separate teams because we’re now able to provide a 360 view. The problems, the issues of the customers can be explored by both teams, and that makes our decision-making much stronger than before. It’s also given us more influence on product development. This has been the biggest success for me.”—Aigul Kav, Head of Partnerships.
This new structure ensures that insights gained during the sales process are immediately connected to the post-onboarding support experience, creating a cleaner handoff and a more resilient, client-centric internal engine.
Biggest challenges & key lessons
While Bïrch’s mascot is now barrel-rolling through the clouds of performance marketing, the flight has certainly experienced periods of turbulence. Interestingly, the biggest challenges that surfaced during my conversations with the team at Bïrch stemmed from the co-founders’ personal concerns and frustrations in their own ability to communicate their visions.
Iskander summed it up perfectly: “I felt like a preacher. I put a lot of pressure on myself to try and inspire. I saw the potential and always sort of described it as a wave that’s coming. We want to be surfers, but we’ve got to start paddling first. I needed people to believe that if we start paddling, something big will happen. That was the hardest part.”
The key lesson here is the importance of shared inspiration. Bringing on key talent like Stas helped to turn this creative pressure into joint discussion and momentum—a place where inspiration was reciprocated and amplified across the team.
Stas noted his biggest struggle has been trying to find the balance between experimental, creative design and market expectations. The performance marketing world isn’t as “experimental” as other creative fields, requiring Bïrch to find a sweet spot where the brand is vibrant and fresh without becoming inaccessible:
“I can easily slip into more experimental, crazy, strange, vibrant, and maybe even shocking. So I’m kind of restricting myself not to go too far with this. The problem is that sometimes you need to align this personal design philosophy with actual business objectives. For me, this can be tough, because the performance marketing industry is a little more conservative and typically not so experimental with respect to design.”
The flight ahead
The rebrand was an acknowledgment that Bïrch’s ambition extends beyond just automation tools. The future vision is to transition from a tool for specific actions into an ecosystem—a central performance engine for the entire marketing team. This shift addresses the increasing complexity facing performance marketers.
The problem Bïrch is now solving
Performance marketers are grappling with losing control as platforms push automated and AI-powered settings. They are juggling fragmented data sources, navigating compliance policies, and are still spending too much time on manual, repetitive tasks like ad launching and creative upload.
Bïrch aims to simplify the entire ad flow—from idea to asset creation, channel spread, optimization, and creative feedback loops. The most exciting updates on the horizon relate to the evolution of Ads Launcher:
“I would like to create a tool where you can provide just three inputs: the creative, the budget, and your goal. And then let AI and automation take care of the administration part.”—Mikhail Trofimov, CEO.
The long-term goal for Bïrch is to become the unified communication channel between the business and ad platforms. As platforms increasingly shift toward AI and sophisticated APIs, Bïrch’s role will be to provide a simpler, universal interface that makes the entire process more efficient and less fragmented.
Mikhail foresees a future where ad platforms will increasingly focus on their APIs, making external tools like Bïrch essential for connecting everything:
“I believe that in the future, the main product should be just APIs for agents. I believe it should be much easier for businesses and advertisers to just communicate through a simple, universal interface.”
Bïrch is positioning itself to be that unified communication channel, making the complex process of ad management as simple as providing the core inputs—creative, budget, and goal—and letting the unified system handle the rest.
As for the blog…
The company’s evolving mindset is nowhere more visible than in the direction of its content. Elina aims to create a “…media platform for marketers to share their expertise and experience.”
This approach reflects Bïrch’s commitment to connectivity and mutual learning: “This is also a way for us to learn more about the industry we’re in and connect with the community,” says Elina.
By prioritizing engagement with industry leaders and sharing expert insights, the Bïrch blog will continue to act as a valuable resource and a reflection of the company’s own journey of discovery and growth.
The foundations are already in place and are starting to bear fruit. Over the last five months (May to September), the blog has seen sharp engagement improvements*:
- Total Unique Views: 3,439 → 10,380, a +201% increase
- Bounce Rate: 57% → 42%, a 26% reduction
- Avg. Time on Page: 1.6 minutes → 2 minutes, +25% increased engagement time
For the period of May 1–September 30, 2025, vs. the average monthly sessions for the previous six months.
Who knows—maybe they’ll even keep me around for the journey, seeing as I didn’t share their top-secret plan to release a physical adbot.
FAQs
Bïrch still focuses on creating robust automation solutions for performance marketers that work across Meta, TikTok and Snapchat. However, the core focus has broadened to include the needs of the entire marketing team (Creative Teams, Ops Leads, and Founders) who need creative insights to help them scale what's already working.
Yes, the product has evolved to address the entire advertising workflow. While automated rules remain the foundation of Bïrch, features like Ads Explorer and the planned ad launcher aim to streamline creative-to-campaign management and provide deeper creative feedback loops.
It’s an instinctive, open culture where leaders and team members are encouraged to debate ideas without fear, sharing ideas and concerns freely. The team values a balance between data-driven decisions and creative intuition, fostering an environment of continuous experimentation. Here’s what this looks like in practice.
No. That was Scott trying to be funny. We’ve since parted ways.
