oil & gas asset clearinghouse
one auction.
four channels.
one pipeline.
Email marketing, organic search, paid advertising, and social media, run as one integrated motion. The result: 97.7% of marketing-attributed fees from three direct-revenue channels, a 2.61× return on paid-search spend, an email pipeline roughly ten times larger than any other channel’s, and a steady, compounding social presence that didn’t exist 18 months ago. Each channel does a different job. Together, they cover the funnel.
Direct-channel share
97.7%
paid search roas
2.61x
email pipeline
~10x
Organic deal size
+43%
four channels. one funnel.
OGAC operates a high-consideration B2B marketplace for oil and gas asset transactions. Sellers don’t decide to list a property because of one ad. They decide over weeks or months: researching, comparing, asking around, eventually filling out a form. Marketing’s job is to be present at every step of that journey, with the right message at the right cost.
Rivery Marketing Group built OGAC’s marketing program around a deliberate mix of four channels, each one doing a different job in the funnel:
paid search captures intent
seo compounds
email marketing nurtures
social media builds gravity
the revenue channels are producing, and social is compounding alongside.
Across the April through June 2026 period, 97.7% of marketing-attributed revenue came from the three direct-revenue channels (email, organic search, and paid search), with social media reinforcing all of them through steady visibility. Email and SEO each closed roughly 41% of marketing-attributed fees; paid search closed 15.4% but at a much lower cost per deal. No single channel is carrying the program; they’re carrying it together.
three findings worth highlighting:
email marketing is the program's revenue anchor — and its leading indicator.
organic search is delivering the largest deals
Paid search delivers the cleanest, most measurable return.
Combined Google + Bing paid-search activity returned 2.61× its ad spend in realized fees, a +161% ROI, with the cost to acquire each deal running at roughly 38% of the fee that deal generates. Put simply, every dollar of paid spend is coming back as $2.61 in realized revenue. The channel has clear room to scale before saturation.
different channels, different deals.
The most striking pattern in the data: paid and organic don’t just bring in more or fewer deals; they bring in different kinds of deals. Paid search, with its high-intent commercial keywords, captures sellers ready to transact on smaller royalty interests. Organic search, where prospects spend time reading and researching, delivers larger institutional transactions, with average fees roughly 2.6× those of paid-search deals. Email cuts across both populations and brings prospects back to close.
Treating the four channels as one program instead of competing line items is what makes the math work. Paid feeds the long tail. SEO feeds the top of the deal-size distribution. Email keeps everyone engaged through the long deliberation window. Social keeps OGAC visible to the industry between transactions. Each channel is sized appropriately for the segment it serves.
Underlying trend worth surfacing: deal quality is climbing. Over the course of the program, the mix of closed deals has shifted toward larger, higher-value transactions, and deal volume has risen right alongside it. That is the underlying story: marketing isn’t just bringing in more deals, it’s bringing in better ones.
from sporadic to confident and consistent.
Eighteen months ago, OGAC’s social presence was occasional at best, a post here, a quiet stretch there, no clear cadence and no clear voice. Today, it’s a steady drumbeat across the platforms the industry actually reads: a regular publishing rhythm, a confident editorial point of view, and content that reflects the kind of firm OGAC is.
The shift wasn’t about volume for its own sake. It was about earning the right to be recognized. In a high-trust market like oil and gas asset transactions, sporadic posting reads as inactivity; consistent posting reads as presence. The work was to build the system that makes consistency possible (editorial calendar, approval workflow, content templates, recurring formats) and then run it without missing a beat.
cadence is the strategy
Each post is a permanent search-engine asset, a credibility signal to anyone who looks OGAC up before reaching out, and a small but compounding reminder to the network that OGAC is active and present. The companies that flood the feed read as desperate. The companies that build steadily read as confident. We chose confident.
why it matters for the funnel
Social media doesn’t typically close deals on its own, and it isn’t measured that way here. It earns the recognition that makes the other channels work harder. A prospect who has seen OGAC posts for months before they’re ready to transact is a prospect who arrives warm, not cold. That’s invisible in any single deal record, but it shows up in the close rate and the deal quality across the program.
Scale what's working.
increase paid-search investment
At a 2.61× ROAS, with acquisition cost running at roughly 38% of the average fee per paid deal, the channel has clear room to scale before saturation. A 25 to 50% spend increase tested over two quarters is a defensible next step.
double down on seo content
Organic deals are the largest in the portfolio. Expanding the resource library and case-study cadence reinforces the channel that brings in the highest-quality counterparties.
treat the email pipeline as a leading indicator
Active listings from email-engaged contacts, roughly ten times the pipeline value of any other channel, will close (or not) over the next 6 to 12 months. Monthly tracking of pipeline-to-close conversion by source closes the feedback loop and informs Year Three planning.
hold the social cadence
The hardest part of social isn’t starting, it’s not stopping. The publishing rhythm we’ve built is the asset; protect it through team changes, busy quarters, and the inevitable temptation to skip a week.
keep the channels integrated
The performance comes from running all four together — not from optimizing any one in isolation. Reporting, budgets, and creative should continue to be planned as a single program, not four.
four channels. one funnel. a program that’s working.