The Lab describes beginning with an analysis of the challenges limiting a client’s results, then producing a strategic plan and working with the client’s team to execute it across digital marketing platforms. The agency says it may work from a client’s office to understand its business and needs; it also provides a dashboard for tracking activity and key metrics.
For Caribbean property developers, The Lab describes building dedicated project sites or landing pages that answer buyer questions about matters such as floor plans, pricing bands, financing, timelines and foreign-ownership rules. The stated purpose is to qualify and inform enquiries before they reach brokers, alongside paid campaigns and lead routing. Its published examples include multiple residential and mixed-use developments in Aruba and Curaçao; the company says its work covers projects from pre-construction through sell-out.
The strongest website-related evidence is for property-development marketing, not a general B2B website redesign or development portfolio. The public material does not specify a standard technology stack, full website-development capabilities, or the scope of ongoing hosting and maintenance. The Lab also states that it does not close property sales: its role is to build the landing page and run campaigns, while the developer’s sales team handles meetings and sales.
The Lab says it manages Google advertising across Google Search, YouTube and partner websites, and social advertising with creative in photo, video and animated formats. Its social campaigns may test new, lookalike and remarketing audiences and use split tests, with ongoing campaign adjustments. The agency reports more than $23 million spent on Google Ads by its team over the last 10 years; these are first-party figures, not independently verified here.
The Lab describes email marketing support that can include email design, templates, list building and B2C cold email. For real-estate development campaigns, it describes targeting buyer profiles across Google, Meta and YouTube, collecting registrations, and scoring leads by budget, timeline and intent before routing them to brokers with enquiry history. This real-estate workflow is a specific example, rather than evidence that the same qualification system is used for every type of business.
The agency says engagements begin with analysis and a strategic plan, followed by execution with the client’s team. It offers dashboard access and describes reporting campaign performance and business metrics; its social-advertising process includes split testing. Prospective buyers should confirm the channels, lead-handling process, tracking setup and reporting measures included in their own proposed engagement.
The Lab’s first-party site identifies real-estate campaigns for developments in Aruba and Curaçao and reports $157 million in property sold through its campaigns. It also describes a LAMAN project landing page supported by paid search and social, and says the project reached 50% sold within its first year. For hospitality, it publishes campaign examples involving direct bookings and search advertising. These project figures are company-reported and should be checked in context with the agency.
For real-estate work, The Lab says it generates and qualifies demand but does not close sales; closing is the responsibility of the client’s sales team. Its direct-guest-growth offer is positioned for independent and boutique hotels, lifestyle resorts and small chains of 30–200 rooms where OTAs account for more than 60% of bookings. The agency says it is not suited to chain-owned properties whose marketing is set by head office, properties under 30 rooms without the budget for consistent paid media, or hotels mainly dependent on group, conference and MICE business. It explicitly says it does not guarantee a percentage result.
For independent hotels and resorts, The Lab describes reviewing landing-page structure, booking-engine friction and mobile behaviour, then using A/B testing to improve the direct booking path. Its stated service also includes tracking and attribution, direct-versus-OTA reporting, and remarketing through Meta, Google Display and YouTube. This is evidence of conversion work on hospitality booking funnels, not necessarily on general ecommerce storefronts.
The Lab reports direct-booking campaign examples for hospitality properties, including a stated 11.66× return on ad spend for one independent property and 450% ROAS for a Caribbean resort within six months. It also describes a case in which the booking flow was adjusted alongside demand capture. These are first-party reported examples; the supplied information does not provide independent verification or full project methodology.
The direct-guest-growth model is presented for independent and boutique hotels, lifestyle resorts and small chains of 30–200 rooms. The Lab says it does not offer guaranteed percentage results and identifies some hotel types and circumstances for which the model is not a fit. The available material does not establish experience redesigning ecommerce product or checkout journeys outside hospitality bookings.