Context
In 2022 the group went through a change of ownership and a complete reorganisation, and marketing was left in my hands.
What I did
Running marketing single-handedly
I took on the whole of marketing and communication on my own: content, trade fairs and events, materials, budget and coordination with suppliers and teams in different countries. In our communication I focused on the benefits of our end-to-end solutions rather than the technical features of the product —for example, being 100% recyclable or made from biomaterials—, drawing on what customers told us they valued and needed. To handle this new responsibility well, in 2023 I trained in leadership, public speaking and conflict resolution.
Changing how the brand sees itself
After the change of ownership, I proposed shifting the brand narrative: talking less about the product and more about what our end-to-end solutions meant for people and the environment. We worked with an external agency, but in such a complex group, with so many sectors and different realities, it was hard for an outsider to have the knowledge needed to define the brand strategy on their own. So I led the project from within: I organised internal workshops with sales, product and R&D, one for each business unit, to gather customer insights and define a strategy that truly responded to their needs and concerns.
From workshop to rebrand
That reflection became the basis of the rebranding, which was not just about design: we also changed the content. We stopped building our messages around the product and started talking about the solutions we provided and the problems we solved. All of this came with a new visual identity, logo and brand personality, rolled out across every material and channel, including the gardening line, which began to be sold under the Intermas brand. I also managed the registration of around 40 trademarks and their monitoring in Spain and internationally.
Giving the transition a voice
At the same time, I presented the marketing strategy to the new management, in a semicircular, parliament-style amphitheatre. It was intimidating, but preparing the message well, reading the room and holding the conversation turned nerves into connection. I came out very proud.
Result
Events, conferences and all of the group’s communication carried on uninterrupted throughout the transition, and the new brand was rolled out in every market. The new narrative was gradually woven into materials and channels.