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Zeam

Overview

Built an organic short-form channel that increased social reach 3.5× and correlated with a +800% increase in monthly revenue per departure within 90 days for the world's first self driving passenger ferry.

Year

2025

Year

2025

Year

2025

Company

Zeam

Company

Zeam

Company

Zeam

Role

Responsible for marketing, Social Media

Role

Responsible for marketing, Social Media

Role

Responsible for marketing, Social Media

Results

1.3M views | 3.5× reach | +800% revenue/departure

Results

1.3M views | 3.5× reach | +800% revenue/departure

Results

1.3M views | 3.5× reach | +800% revenue/departure

Context

Zeam is a joint initiative between Torghatten, one of Norway’s largest ferry operators, and Zeabuz, a Norwegian autonomy company developing self-driving vessel technology. Zeam operates the world’s first self-driving passenger ferry in Stockholm.

To continue the project and scale to additional ferries, Zeam needed to demonstrate clear economic viability. Specifically, the company needed reliable, measurable revenue uplift per departure, -not just attention, PR, or technical validation.

Zeam is a joint initiative between Torghatten, one of Norway’s largest ferry operators, and Zeabuz, a Norwegian autonomy company developing self-driving vessel technology. Zeam operates the world’s first self-driving passenger ferry in Stockholm.

To continue the project and scale to additional ferries, Zeam needed to demonstrate clear economic viability. Specifically, the company needed reliable, measurable revenue uplift per departure, -not just attention, PR, or technical validation.

Zeam is a joint initiative between Torghatten, one of Norway’s largest ferry operators, and Zeabuz, a Norwegian autonomy company developing self-driving vessel technology. Zeam operates the world’s first self-driving passenger ferry in Stockholm.

To continue the project and scale to additional ferries, Zeam needed to demonstrate clear economic viability. Specifically, the company needed reliable, measurable revenue uplift per departure, -not just attention, PR, or technical validation.

Constraints

  • Very limited marketing bandwidth (three non-operational staff)

  • No prior consumer acquisition function; previous focus on lobbying, regulation, and tech demonstration

  • Minimal budget for paid acquisition

  • Short timeframe combined with a +50% fare increase, creating a real risk of passenger churn

My role

I was responsible for marketing as a single-person lead. I owned strategy, creative direction, content production, channel launches (TikTok), community management and measurement. I coordinated closely with the COO, who approved strategy and posts, while I executed independently day to day.

Goals

Primary goal

  • Increase monthly revenue per departure to prove economic viability for scale.

Secondary goals

  • Retain and grow passenger numbers despite a +50% fare increase

  • Increase social reach and awareness to drive bookings

Tracked KPIs

  • Revenue per departure (primary KPI)

  • Passenger volume and revenue per departure (internal, confidential)

  • Social reach and video views

Primary goal

  • Increase monthly revenue per departure to prove economic viability for scale.

Secondary goals

  • Retain and grow passenger numbers despite a +50% fare increase

  • Increase social reach and awareness to drive bookings

Tracked KPIs

  • Revenue per departure (primary KPI)

  • Passenger volume and revenue per departure (internal, confidential)

  • Social reach and video views

Primary goal

  • Increase monthly revenue per departure to prove economic viability for scale.

Secondary goals

  • Retain and grow passenger numbers despite a +50% fare increase

  • Increase social reach and awareness to drive bookings

Tracked KPIs

  • Revenue per departure (primary KPI)

  • Passenger volume and revenue per departure (internal, confidential)

  • Social reach and video views

Strategy

  • Shifted focus from commuters to infrequent riders, who made up the majority of revenue despite lower usage frequency

  • Prioritized one-time passengers over subscriptions to maximize immediate revenue per departure

  • Moved from paid Meta ads to organic, entertainment-first short-form content to scale reach with minimal budget

  • Framed content around three pillars: utility (route benefits), curiosity (autonomy), and price justification (value > cost)

Actions

  • Launched Zeam’s TikTok channel and established a consistent publishing cadence (≈3 videos/week)

  • Developed repeatable content formats optimized for early retention and clear calls to action

  • Owned full content production: ideation, scripting, filming (iPhone + RØDE wireless), editing (Premiere Pro / CapCut), publishing

  • Used comment signals and engagement patterns to generate follow-up content and refine messaging

The reach is absolutely fantastic, and we have reached audiences in a different way than we did before. It’s also a completely different type of content today, much more organic and light-hearted.

Erik Nilsson

COO, Torghatten AB

The reach is absolutely fantastic, and we have reached audiences in a different way than we did before. It’s also a completely different type of content today, much more organic and light-hearted.

Erik Nilsson

COO, Torghatten AB

The reach is absolutely fantastic, and we have reached audiences in a different way than we did before. It’s also a completely different type of content today, much more organic and light-hearted.

Erik Nilsson

COO, Torghatten AB

The reach is absolutely fantastic, and we have reached audiences in a different way than we did before. It’s also a completely different type of content today, much more organic and light-hearted.

Erik Nilsson

COO, Torghatten AB

Results

  • Primary: +800% increase in monthly revenue per departure (percentage shareable; detailed figures confidential)

  • Reach: 3.5× increase (238,072 → 850,527)

  • Views: 1.3M total video views

Outcome

The results provided a concrete revenue signal per departure, enabling leadership to make informed decisions about continued investment and scaling. The project demonstrated that a consumer acquisition function could be built quickly and cost-effectively in a highly regulated, capital-intensive environment.