Before there were advertising dashboards, there was a music problem. In 2005, Artem Borodatiuk and a friend started RelaxMusic, a LiveJournal community for the tracks they loved. Promoting it pulled him into search engine optimization. Paid work followed. By June 2006, the requests had outgrown one freelancer, and Netpeak was born in Odesa, Ukraine. A marketing company had arrived through the side door of a listening club.
“It didn’t start with business ambitions at all - it started with music,” Borodatiuk told Kyiv Post. The detail explains something about the company that followed: practical problems kept expanding the job description. Getting a website found led to managing advertising, then measurement, software, and a broader role in clients’ businesses.
The agency that kept adding jobs
Today, Netpeak sells the labor and judgment behind digital marketing: improving search visibility, running paid campaigns, analyzing conversions, retaining customers, and promoting apps and marketplace listings. Its stated center of gravity is mid-sized and large businesses, although it also works with smaller companies. A retailer might need profitable product advertising; a software business might need qualified leads; an app publisher might need discovery beyond its brand name.
Its client material features Puma, Domino’s, Depositphotos, and Preply, among others. These names cover different markets and assignments. Puma’s published case concerns its Ukrainian operation. Preply’s app-store work is documented by RadASO. A global logo on an agency website should send the reader toward the actual assignment, where the interesting details live.
Netpeak’s March 2026 announcement describes more than 600 specialists, 20 departments, and an expanded marketing-partner role. Its website reports more than 8,500 projects. That last number measures engagements, not unique customers. The scale matters because a business can buy several specialties together without assembling a separate supplier for each.
First, keep the family tree straight
The name carries some corporate baggage. In August 2025, the wider Netpeak Group renamed itself FRACTAL. At that announcement, it described an ecosystem of 25 companies, three nonprofits, and more than 1,600 employees. Those were group figures. Netpeak the agency remained one of the businesses underneath the umbrella.
The distinction is useful when browsing its software family. Serpstat handles SEO research, including keywords and competitor analysis. Ringostat works on business telephony, call tracking, and marketing measurement. Netpeak Software’s Spider crawls websites for technical SEO work; Checker supports bulk research. They are related businesses and products, with their own offers.
A customer can therefore approach this world in two ways: hire specialists to do the marketing work, or equip a team to do more itself. The tools do not eliminate the need to decide which pages, products, or customers deserve attention. They make the inspection less manual. That is a credible advantage for an agency whose work repeatedly involves finding small faults across large websites.
Sites and search data
Keywords and competitors
Calls and marketing
The jeans case: repairs before applause
Colin’s, the clothing company, wanted more orders and better advertising profitability. Netpeak’s account of their work, beginning in summer 2021, contains a refreshingly ordinary to-do list. The team reorganized campaigns, widened keyword coverage, switched off out-of-season categories, adjusted conversion tracking, and improved dynamic remarketing and product-feed arrangements.
It also moved a regular shopping campaign to Smart Shopping and introduced automated bidding. These are historical implementation details, not instructions to hunt for the same product menu today. The transferable idea is to improve the information and inventory feeding advertising before expecting automation to rescue the economics.
Across six months, the case reports 60% more transactions, a 38% reduction in cost per click, and a 110% increase in return on ad spend. ROAS describes revenue relative to advertising expenditure; it is not net profit. The result belongs to a specific client, period, and set of changes. The useful question for another retailer is which of those repairs its own campaigns need.
A bill, and the programmer it waited for
An older travel-accessories retailer case supplies something rarer than a growth percentage: a dollar amount. Netpeak reported $2,266 in promotion spending for April 2014 through May 2015. Its calculation applied a 25% margin to $76,417, producing approximately $19,104 before deducting that promotion spend and arriving at a claimed 743% marketing return.
The wording of that calculation is loose: it labels the $76,417 figure “Profit,” then applies a margin. Read it as the provider’s historical calculation, not an audited profit statement or a current price promise. More instructive is the obstruction underneath it. New categories and site restructuring waited two months for a programmer.
The agency could identify changes, but the client’s implementation queue controlled when they happened. That is the practical condition attached to technical SEO. Before commissioning an audit, reserve development time, name the person who approves changes, and agree what gets fixed first. Otherwise, the recommendations become a beautifully organized waiting room.
The email list that bit back
Netpeak’s email-marketing guide includes an unusually candid failure. A client supplied a database it claimed to have assembled itself. The list turned out to be purchased. Almost 20% of recipients immediately unsubscribed, and 7% marked the email as spam. The sending service blocked the database.
The damage extended to the company’s domain reputation. Netpeak says its specialists needed three months to restore that reputation to an acceptable level. The attractive prospect of reaching a ready-made audience had concealed a basic problem: the audience had not asked to hear from the business.
Here, what failed first was the premise of the campaign. Better copy could not solve the list’s provenance. For a buyer, the repeatable lesson is to validate consent and contact quality before discussing templates, automation, or the revenue forecast. Retention marketing needs a relationship worth retaining.
The recommendations can be excellent. Someone still has to change the website.
The implementation lesson in Netpeak’s travel-retail case
What actually changes the plan
Other cases show judgment at work before a chart turns upward. In RadASO’s Preply project, a recognizable brand made app-store graphics a less obvious growth opportunity: many people were already searching by name. The team concentrated on text optimization, keyword opportunities, priority countries, and 20 localizations, supported by a six-month plan.
The account reports 66% more impressions and 44% more downloads within two weeks after release in selected countries. That narrow observation period matters. It does not describe every market or promise that a different app will repeat the jump. What another team can copy is the discipline of separating branded demand from opportunities to reach people who have not already chosen it.
At Kazakhstan’s Office Expert, pandemic disruption prompted a different adjustment. Netpeak moved to weekly meetings, organized tasks in Trello, and helped launch protective-equipment categories relevant to customers’ changed needs. The published comparison reports lower advertising costs and more transactions. Here the change of mind was operational: the client’s circumstances demanded a faster planning rhythm and different products in the campaigns.
Buy the work, budget the consequences
Netpeak’s commercial menu includes monthly retainers, hourly work, scoped projects, performance-linked compensation, a percentage of advertising spend, and custom agreements. Its Clutch profile lists a minimum project size of $1,000 and an average hourly band of $100-$149. These are buying references, not a quote for a particular brief.
A sensible budget distinguishes the agency’s fee, the media bill, and implementation on the customer’s side. Performance pricing also needs an agreed definition of performance. Paying against revenue produces different incentives from paying against qualified leads or profit. The contract should say which number counts and how it will be measured.
Netpeak competes for work that could go to another broad marketing agency, several specialist boutiques, or an internal team. Its case for consolidation is the combination of multiple disciplines and related technology. The trade-off is coordination: a wider brief requires more shared decisions. A company seeking a single, tightly bounded task may prefer a narrower engagement, including one of Netpeak’s own project arrangements.
The pyramid gets a different view
The agency’s 2026 identity refresh makes its wider ambition visible. Spiilka Design Büro reworked the familiar pyramid into the Netpeak Star, keeping blue and orange central to the palette. Netpeak describes a move toward participating in growth planning, market entry, and the organization of marketing itself.
There is customer-side evidence of that broader work. Research company Gradus credits Netpeak with its updated identity and positioning, including a shift from a degree symbol toward a spotlight motif. This is brand work, a considerable distance from adjusting a search campaign’s keywords.
Netpeak’s July 2026 anniversary retrospective also points to Slid Media, a marketing publication launched that year. The recurring pattern is visible: practical experience becomes another service, product, or teaching vehicle. That can be valuable to clients, provided the expanding menu stays attached to a precise business problem.
For someone considering the agency, its published record suggests a productive first meeting. Bring the economics, the troublesome customer journey, and the people who can approve changes. Ask the team to identify the first repair and explain how it will know that repair worked. The growth chart can come afterward.