Case study · Unimat
Building a marketing department from the ground up.
When I joined Unimat in 2009, the company had no formal marketing function. Over the next 13 years I built the department responsible for its brand, digital presence and commercial communication, starting as the in-house designer and leading it as Marketing Manager from 2013.
- Company
- Unimat — Mexico City and Miami
- Context
- Technical products for industrial, commercial, retail and residential markets
- My role
- Graphic Designer & Sales Associate (2009–2012), Marketing Manager (2013–2022)
- Scope
- Brand, websites, catalogues, photography, packaging, advertising, sales materials and branded spaces
Hundreds of products. Different audiences. One coherent story.
Unimat served buyers with different applications, priorities and levels of technical knowledge. Product information had to explain materials, performance, safety, installation and commercial value, while sales teams needed consistent tools across channels.
The challenge was to organise that complexity into a brand and a customer experience people could navigate.
From setting the direction to producing the work.
I set up the department's structure and standards, hired the team and led priorities across creative work and specialist partners. I also stayed hands-on: photography, packaging, catalogues, publications, ATL/BTL and online advertising, websites, sales materials and internal videos all came out of my own work.
The job meant constant coordination with leadership, sales and operations. For physical spaces, specialist partners handled fabrication and installation while I led the concept, product presentation and visual direction.
Customers experience the whole system.
I connected brand standards and product communication across acquisition, education, sales support and physical experience, so the story stayed consistent from the first search to the next sales conversation.
Turning specifications into useful sales conversations.
Technical accuracy matters, but a specification alone doesn't explain why a product is right for a buyer. I structured product communication around application, benefits, supporting imagery and the details needed to compare options.
For catalogues, I planned the architecture, product hierarchy, commercial copy, technical presentation, photography and print-ready design, for salespeople, distributors and buyers alike.
Start with the buyer's next question.
- Where is the product used?
- What problem does it address?
- What supports the claim?
- Which specifications matter to the decision?
- What is the next step?
A clearer path from discovery to enquiry.
I designed and launched more than 80 websites for Unimat, coding many of them myself. The work included organising products by family and industry, balancing commercial benefits with technical detail, and guiding visitors towards a quotation request.
I treated SEO, Google Ads, landing pages and product content as connected parts of one journey: match the search intent, explain the product, support the decision and hand sales a useful next step.
- Search intent
- Relevant page
- Product understanding
- Quotation request
- Sales follow-up
Making a broad product range easier to explore.
I designed showroom concepts and the customer journey through them, then coordinated implementation with leadership, sales, display fabricators and construction specialists.
For showrooms and trade shows I planned product presentation and the visual experience around discovery, samples, application and consultation. Specialist partners fabricated and installed the structures.
Product value, ready for the shelf and the sales meeting.
My work included packaging, product sheets, presentations, samples and account-specific materials for retail channels, including:
Walmart · Home Depot · Lowe's · City Club · Sodimac
The focus was consistent brand presentation and clear product information across every material used to introduce, present and sell the range.
Marketing infrastructure that supported a growing business.
During my time at Unimat the company grew from about 8 to more than 300 employees and from roughly USD $200K to $4M in annual revenue, opening distribution centres in Mexico City and Miami. My contribution was the brand, digital presence and sales-enablement infrastructure that supported that growth.
Growth was a company-wide effort. These figures describe the company's scale during that period, not revenue attributable to marketing alone.
Approximate figures. The starting revenue was converted at USD $1 = MXN $20.
A marketing function built to connect the work.
This project brings together how I work: set the direction, build the tools and coordinate the people who turn a brand into a customer experience.