We help global, regional and local clients in crafting unique and relevant brands.

We design strategy to build differentiated, inspiring and consistent over time brand positionings.

We embrace sustainability as the new axis that brands need to perpetuate themselves, inspire and grow.

About

We build better brands.

We are a brand strategy consultancy firm with roots in Latin America, and since 2008 we help global, regional and local clients in crafting unique and relevant brands that resonate in the heart and mind of the consumer.

We understand and embrace sustainability as an imperative need that brands have to perpetuate themselves, be more relevant and find new growth opportunities while integrating their business vision with the social and the environmental one, all under a single identity that is real, genuine and believable.

Thus, we produce strategies that work as practical, consistent and lasting thru-time tools, both to give direction as well as inspiration for the action, innovation and communication of which brands need to be nurtured with.

We complement our strategic support with the crafting of brand development processes as well as the training on specific branding skills.

Services

Brand building supporting
areas.

Cases

Some cases by area.

Cases

STRATEGY

Approaching sustainability as an integral business opportunity.

Contexto

A Chilean client, which fabric detergents plant sources the highest volume sourced locally, requested an integral understanding approach to sustainability and ways to incorporate it in their business agenda.

Key questions

What does it mean sustainability in broad terms and what are its implications for the cleaning industry in particular?

What are the current consumer understanding and demands on sustainability and how does it link to our category?

Which action priorities can we set in the short, medium and long term?

What are the new framework and the innovation priorities derived from it if we adopt a circular economy vision?

Approach

The process had 4 stages.

1) Diagnosis about sustainability in Chile

We carried a desk and trade research taking examples both from outside as well as inside the category, we also reviewed at consumer, companies and State organizations that advocate for sustainability. We also worked with an eco-design specialist to better understand current and further to come legal regulations.

2) Sustainability kick-off workshop

We designed and run a 2-day session workshop to identify opportunity areas across all the product life cycle, as well as potential priorities and actions. Our working agenda covered sustainability basic concepts, the SDG (Sustainable Development Goals) identified by the UN, examples from and outside Chile as well as in and out of the fabric detergents category, greenwashing cases and internal criteria to assess it, current organizations supporting sustainability at a consumer, companies and State level. Thru different working dynamics, we crafted ideas and opportunities, making a special focus on the detergents brand of our client.

3) Ethnographic consumer study

We briefed, coordinated and participated in 22 in-depth home interviews with a holistic vision of sustainability: the economics, social and environmental aspect of it, opening our sample into modern trade and traditional trade consumers. Last, we defined the questionnaires and coordinated traditional trade owners interviews as well as taking the modern trade inputs on the matter.

4) Brand opportunities & innovation workshop

We designed and executed a full 1-day meeting in which we reviewed consumer and trade insights, ideas and company priorities on one side, while on the other thru different working dynamics we derived potential company and brand priorities by life cycle node in the short, medium and long term.

Cases

EQUITY

Establishing a sustainability agenda for a fabric detergents brand.

Context

An important local player in the fabrics detergent market in Chile requested us to introduce sustainability not only as an incremental reason to believe in its brand but also in its business plan priorities, altogether with the relaunch of its liquid detergent line.

Key questions

What is the concept that best captures our opportunity given our current brand positioning?

How would this concept be deployed into the rest of the brand portfolio?

What is the graphics design that would best represent our proposal clearly and transparently?

What innovation and activation ideas would be a priority to keep on building our sustainability path?

How do we turn this concept into an impactful communication that works as a kick-off of this new relevant reason to believe?

Approach

The process had 6 stages.

1) Innovation workshop for the brand

We designed and executed a full 1-day meeting in which we reviewed consumer and trade insights, ideas and company priorities on one side, while on the other thru different working dynamics we derived potential company and brand priorities by life cycle node in the short, medium and long term. We also defined an innovation roadmap derived from including sustainability in the brand.

2) Concept, graphics design & qualitative test

We worked on concept routes and respective graphic designs before testing them qualitatively. We worked closely to a partner qualitative agency developing a remote platform in Covid-19 times while running 20 focus groups under different segmentations. After this process, we could define main brand concept priorities, together with proper certifications required to have stronger credibility in addressing sustainability.

3) Communication agencies pitch

We led the creative routes generation process (e.g. TV, radio, outdoors, POS, traditional media mentions and social media) as well as the production process on the client-side, up to the final online material was approved. Within this process, we also led a quantitative pre-test which allowed for some minor changes in the final online.

4) Integral campaign production support

We led the creative routes generation process (e.g. TV, radio, outdoors, POS, traditional media mentions and social media) as well as the production process on the client-side, up to the final online material was approved. Within this process, we also led a quantitative pre-test which allowed for some minor changes in the final online.

5) Brand & adv sustainability KPIs

We defined a new set of KPIs that added on the historical brand and communication KPI’s, so that we could measure sustainability incorporation impact.

6) Strategic support on social media execution

We supported message building and sustainability benefits that fed our main concept as part of this new incremental reason to believe for the brand while learning from the new conversation with consumers.

Cases

GROWTH

Conceptualizing a new ingredient for 2 global foods brands.

Context

After the surge of the ‘super food’ ingredients, the global nutrition division of a multinational client in LatAm, requested that we research and analyse the potential of a key new ingredient as a source of inspiration and innovation for 2 global brands within its portfolio.

Key questions

What are the implications of this ‘super food’ ingredient and what is the potential today in the massive consumption market?

In which way can it add or not to the equity of both brands?

Approach

We run a 3 step process.

1) Initial immersion

We run a desk research as well as in-depth interviews with a nutrition technical expert already defined by our client.

2) Competitors intelligence market analysis

We reviewed the competitive map, claims and potential markets.

3) Concept development and ingredient analysis

We reviewed global positioning for both brands and proposed innovation platforms, identifying pros & cons as well as key executional considerations when approaching this new ingredient in existing mixes formulas.

Cases

PROCESSES

Designing a regional innovation management process in beverages.

Context

The regional division of a famous multinational carbonated beverages company needed to have a management process to approve innovation projects, based on Stage Gate model. Such process had to adapt to different business sizes as well as with or without bottler, also covering projects of low, medium and high development complexity.

Key questions

How can we prioritise our projects?

Who is responsible for what across the multidisciplinary teams?

How can we filter and rank our projects?

How do we execute a proper and productive post-launch evaluation process?

Approach

We run a 5 step process.

1) Innovation process initial diagnosis

We studied 9 countries (business units) across LatAm, including 60 in-depth interviews with key executives, understanding recurring issues and opportunities.

2) Management tools development

We designed multi-area tasks flow charts, project presentation and post-launch evaluation templates, gatekeepers guidelines and risk assessment forms.

3) Pilot testing

We gave support until getting to the final process.

4) Regional intranet tool support

We briefed our client’s regional intranet agency to get the 1st online version of the whole process.

5) Regional input to Stage Gate global

After a year of working, we provided LatAm input requirements to a Stage Gate process on a global scale.

Cases

TRAINING

Training communication briefing skills.

Context

In a strongly advertised category like banking, a Chilean corporate client needed to align their communication briefing skills all across all their marketing teams.

Key questions

What are the main weaknesses the different briefing teams are facing today?

How can we make sure that the agency got our briefing needs?

How can the agency enrich our briefing document?

Approach

The process counted with 3 stages.

1) Initial skill gaps diagnosis

We reviewed 60+ briefs already issued in the last year by the different marketing teams within the bank, identifying strengths and weaknesses, the language of their own within the bank culture and complementary technical criteria in which we detected gaps and therefore opportunities.

2) An ad-hoc training agenda

Based on the diagnosis, we focussed on the key priority areas within the briefing process.

3) Training workshop sessions

We designed and executed 2-day workshop sessions in which we deepened concepts, reviewed examples and run group exercise dynamics in which it was requested to imagine key briefing sections derived from in-market advertising (both from the banking category as well from other categories). We also complemented this material with quick reference Q&A guides for a day to day use, that was provided to the participants after each workshop.

Cases

STRATEGY

Defining the regional positioning of an iconic teens' chocolate brand.

Context

A leading multinational foods company needed to align a regional positioning for an iconic chocolate teens brand that already existed in Brazil, Argentina and Chile, before being rolled out to the rest of LatAm (Andina, Central America and Caribbean).

Key questions

What are the differences and commonalities of the brand across each market where it exists?

Which historical brand values cannot be compromised across these markets?

What is the regional positioning that inspires innovation and communication?

Which are the values to be built first once launched in a new market?

Approach

We run a 4 stage process.

1) Regional diagnosis

We run a desk research on the brand in each country as well as a key target analysis considering their relationship with the product and brand both on habits as well as social media.

2) Target immersion

We worked with a sociologist specialized in teens on the region and found key target attitudes towards the role of chocolate in their lives.

3) Regional insight

We identified a pivotal insight for the brand and generated a proposal that was later endorsed by the different local teams and their advertising agencies.

4) Regional brand book generation

We developed the content for the regional brand book as well as briefed and directed the graphics design agency selected by our client.

Cases

EQUITY

Developing the brand books of 4 regional carbonated beverage brands.

Context

A leading multinational beverages company requested the development of 4 regional brand books of key carbonated brands (3 of them global), a project co-led between regional and Argentina teams, that needed to capture the regional local flavor while being framed under each brand global guidelines.

Key questions

What is the global positioning and what is it that we cannot lose to be the brands we have to be?

How do we build a brand storytelling that captures the local (regional) richness under a global frame?

Approach

We run a 3 stage process.

1) Definition of the book content index

We defined a general index with the key chapters to build the brand story in line with global and regional requirements, starting with key target tension to enter into the insight, followed by the brand invitation, the brand DNA, mandatory product principles, graphics design guideline and key communication principles, complemented by activation and engagement principles, strategic pricing and POS guidelines.

2) Brand storytelling development

We analyzed provided material and filled the content in missing sections, always in line with the client and the regional advertising agency (BBDO).

3) Graphics design direction

We briefed and directed the graphics design with an agency selected by our client, choosing key images that could communicate the equity intended in each book vision.

Cases

GROWTH

From an idea inspired by a Patagonia fishing lodge to competing in Europe.

Context

A group of investors that owned a prestigious lodge in the Argentinian Patagonia had a great idea: create a premium delicatessen trout brand and commercialize it with fishing done in the own lagoons. Before going any further they first needed to translate that idea into a manageable project.

Key questions

How can we structure this idea into a step-by-step project?

What would be the ideal portfolio?

And what should be the star product?

Approach

The process had 4 stages.

1) Initial alignment

We ran a series of interviews with each of the stakeholder investors to align expectations.

2) Gaps identification

We clarified those information areas in which we had knowledge gaps and defined the experts to contact to complete each project section.

3) Project definition

We interviewed those specialists to shape project definition with objectives, phases, costs, milestones and an integrated marketing plan.

4) Brand proposal and business plan

We delivered the plan that guided the team in executing this project with tips and pitfalls to avoid in that path.

Cases

PROCESSES

Aligning a client-agency creativity process.

Context

A Chilean corporate bank had high complexity in generating quality communication briefs and proper feedback to their sub-brands advertising agencies. Complexity expressed thru different brief template formats, no clear, assertive nor shared common process across the teams. A shared process had to be adjusted so that the client-agency projects were run more efficiently, clarity would be on the table for all parties involved and quality & timings standards were achieved as requested.

Key questions

Which are the current process weaknesses considering the parties involved?

What should be the best communication briefing template for our client and its agency?

What should be the process to follow once creativity is presented?

Approach

The process had 3 stages.

1) Initial diagnosis with client and agency

We run in-depth interviews with key players on both sides to identify their needs, language, gaps and opportunities.

2) Briefing process development

We developed a brief standard format for all the teams that was agreed upon by both parties, with a glossary of terms and explanatory examples.

3) Pilot testing and follow up

We developed pocket-sized desk brochures to remind the essential process checkpoints to be used especially during the first period of implementation and also followed up the briefing of specific campaigns until this process was running smoothly.

Cases

TRAINING

Training communication creativity assessment and feedback.

Context

A Chilean bank needed to align its marketing teams’ skills in assessing and giving feedback to the creativity proposed by all of its advertising agencies that attended the different banks under the corporate umbrella.

Key questions

How do we assess if an idea is within the brief and/or requires any type of adjustment?

How do we do proper feedback based on the brief while letting space for inspiration?

How do we handle and deal with creatives presentations and feelings?

Which useful tips can we find to manage the communication production process?

Approach

The process had 3 stages.

1) Initial diagnosis of the skills gap

We run in-depth interviews with key members both on the client as well as on the adv agency side, detecting strengths and weaknesses, banking-based vocabulary and banking culture. We identified the gaps on which to build the new knowledge and practice.

2) Ad-hoc training agenda definition

Based on the diagnosis, we focussed on assessment and feedback aspects that we found of priority.

3) Training workshop

We designed and executed 2-day workshop sessions in which we deepened concepts, reviewed examples, run group exercise dynamics that included role-playing, and reviewed the basics of project planning when it comes to campaign production. We also complemented this material with quick reference Q&A guides for a day to day use, that was provided to the participants after each workshop.

Cases

STRATEGY

Resizing the umbrella brand of a corporate bank in expansion.

Context

After 15 years of continuous growth, the corporate brand of an important bank in Chile covered 7 sub-brands (banks) without a new corporate definition nor consistent integration under it.

Key questions

How do we think the corporate brand as a current vision and updated umbrella?

How do we introduce values that consider both clients and employees?

Approach

The process had 4 stages.

1) Organizational culture understanding

We did a desk research including historical bank information, we studied the social context in relation to the category and we did in-depth interviews with key organization stakeholders.

2) Understanding the bank ‘client experience’

We visited key branches and understood the KPI’s that were used to measure excellence in performance across them.

3) Corporate and sub-brands positioning

We defined a corporate brand key together with one brand key by portfolio sub-brand (bank).

4) New brand equity workshop

We executed an inspirational workshop with key members in the company, reviewing insights and generating team commitment with the different advertising agencies involved. Also we run dynamics to give shape to the following year’s plan using those new brand keys.

Cases

EQUITY

Identifying the regional profile of a fabrics detergent brand before going global.

Context

A multinational leading company in home and personal care identified its top technology fabrics detergent positioning in LatAm as the global one within that price tiering. Before getting to global, the brand plug-in essentials into new geographies had to be understood and defined.

Key questions

How can we know if such positioning is an opportunity in a new market?

What is it that we cannot compromise to build such positioning?

Approach

Our process had 5 stages.

1) Regional understanding

We studied the brand history thru the most successful markets in the region, considering Argentina as the benchmark.

2) Regional positioning requirements

We defined criteria to be accomplished from a market context point of view, as well as market price tiering, competitors, logo iconography, brand attributes, formulation and packaging mandatory principles, communication key strategies and trade position.

3) Innovation roadmap

We defined innovation platforms that would build brand credentials both in the initial as well as in future stages of the brand.

4) Communication roadmap

We established building block communication stages before jumping to the next building block.

5) Brand vision plan

We elaborated a document that served as a strategic brand guide to be presented to all the new world regions in a further workshop carried by our client.

Cases

GROWTH

Consolidating a positioning with innovation to grow.

Context

Once a brand vision of a detergents brand in Chile started to develop, the client asked us to work on an innovation that could bring incremental volume to the brand considering 2 key competitors that played on the whiteness end benefit and convenient price tier. The challenge consisted in getting to an innovation that was an option to our key competitors while speeding up the new brand positioning.

Key questions

What are the bridges and encounter points between our key competitors’ consumers and our brand proposition?

What is the innovation concept that best captures those encounter points while adding to our brand vision’s prioritized attributes?

How could it be deployed into product & graphics design as well as into advertising?

Approach

The process has 4 stages.

1) Qualitative concepts study

We briefed and supported the process including alternative concepts, graphics design routes and product appearance features until we reached a winning route.

2) Perfumer house pitching

We coordinated the fragrance selection process working with 3 top international perfumer houses.

3) Campaign production support

We supported all the processes from production house selection, pre & post-production, as well as key POP material generation.

4) Digital communication strategic support

We gave strategic support to the work our client was running with its digital agency both on the new website as well as in social media.

Cases

PROCESSES

Streamlining the management of a market research methodologies portfolio.

Context

The Consumer Insights regional team of an important food & beverages multinational company needed an online tool that enabled accessible and comparable information on the different market research methodologies available to all the brand development community. Thus, they briefed us on their requirement with 3 objectives:

a) be able to visualize these methodologies comparatively;

b) simplify currently existing methodologies portfolio by eliminating redundant and/or weaker ones;

c) link those methodologies to each respective Stage Gate model phase, which by the time had been recently implemented.

Key questions

Which are the redundant methodologies and the ones we need to keep vs the current portfolio?

How can we explain them in a coherent, consistent and comparable way?

How are they linked to each Stage Gate phase?

How can we take all this knowledge to an easily accessible intranet tool for the brand development regional community?

Approach

The process had 4 stages.

1) Initial diagnosis and streamlining

We reviewed around 60 registered market research methodologies in the regional Consumer Insights team workflow and reduced them to less than 40.

2) Content generation for easy info access

We developed the content that explained each methodology organizing it in 4 access levels: a) a one-pager slide, b) methodology details, c) base questionnaire and d) best practice example case.

3) Online tool generation

We briefed the client’s intranet agency, designed the access tree and approved its graphic design.

4) Pilot testing up to final kick-off

We gave support to the beta version implementation up to the final online tool was set up.

Cases

STRATEGY

Creating a new household cleaning brand in line with current non-sexist values.

Context

In the Chilean household cleaning market, historically dominated by global players with complex portfolios, it was detected an opportunity in creating a new brand that brings a new simplification to the category: a graphics design mage in 2D, a simplified portfolio architecture without functional benefits overlapped, top performing formulations at a convenient price, and communication that does not stereotyped women as the solely responsible of the home cleaning.

Key questions

What are the main gaps between consumer expectations and competitors’ offering today?

What would be the liberating invitation for the real challenges the consumers face today in this category?

How can we take this proposal into a product portfolio?

Which is the graphics design that would best show our proposal and how can we take it into communication?

Approach

The process had 5 stages.

1) Current category and consumer understanding

We explored qualitatively the segment to catch opportunities, vacant spaces in the market map and category advertising empathy.

2) Concept and brand vision development

We established a new vision translated into an invitation and potential innovation routes agreed with our client.

3) Product development

We briefed R&D and perfumer houses to get to the proper mixes, both in the formulation as well as in the packaging.

4) Off & online campaign development support

We briefed the client’s advertising agency, went through the creative routes generation and approval process (in TV, radio, outdoors, POP, mentions, digital and social media), as well as the production (e.g. in the case of the TV ad we worked on the production house selection and got along until the final online approval).

5) Brand book development

All the content developed was crafted into a brand book with a contents index agreed with our client, covering from the brand pivotal insight up to the POP guidelines, including chapters like graphics design principles, brand architecture, product design and communication principles (both off as well as online).

Cases

EQUITY

Generating a vision to keep on growing in the fabrics detergents market in Chile.

Context

After becoming the 3rd brand in volume share in the Chilean fabrics detergents market, a brand needed a new vision that would support the path to further growth, aiming at a wider target without losing it core values, and with a graphics design and a new communication that would build upon them.

Key questions

What are the trends that cross both the C3D as well as the C2 socio-economical levels?

What graphics design would best represent that new vision?

What would be the traditional and social media communication that would best engage with our target while bringing new users?

Approach

The process had 6 stages.

1) Starting point research and diagnosis

A qualitative and a brand health quantitative study were ran under our briefing, participation and supervision so that we get an idea of which were our real brand assets by the time.

2) Brand vision workshop

We carried out this workshop with our client, starting with our learnings to get into our new desired point on the map.

3) New graphics design definition

We briefed a design agency agreed with the client to capture the new vision without losing our key visual features. We briefed, participated and supervised a qualitative test in which we reached the final visual route.

4) Advertising agencies pitch coordination

We coordinated the process of calling 4 agencies of different background and size until we reached the winning one.

5) 360 campaign production support

Once creative idea was defined, we gave support along all the production process, from the production house and director selection until the final online and key POP original files were approved.

6) Brand book development

All the content developed was crafted into a brand book with a contents index agreed with our client, covering from the brand pivotal insight up to the POP guidelines, including chapters like graphics design principles, brand architecture, product design and communication principles (both off as well as online).

Cases

PROCESSES

Developing a market research regional guidelines manual for brand developers.

Context

The regional Consumer Strategy & Insight (CSI) team of a multinational client needed an internal guideline of market research both for their team members as well as for internal brand development clients. This guideline had to accomplish 3 objectives:

a) bring knowledge alignment across brand development community in the region;

b) be integrated within the Stage Gate and shopper marketing processes;

c) Serve as a consultancy guide both to the broad brand development community as well as CSI.

Key questions

How do we teach what market research means both for beginners as well as for experienced team members?

How do we integrate consumer and shopper knowledge into one body of work?

Which methodologies correspond to what Stage Gate phase?

Which content should be developed for the broad brand development community and which for the CSI?

Approach

The process had 3 stages.

1) Market research process diagnosis

We reviewed the CSI team’s strategic role within the regional structure and the processes established as to their involvement in the innovation projects.

2) Regional guideline contents index definition

We defined an index that would integrate consumers and shoppers in the market research processes, taking into account the customer journey from home to the point of purchase.

3) Specific appendices content development

We identified and agreed with the CSI the appendix modules that would only be available for them on specific technical chapters.

Team

We are a multidisciplinary team with diverse backgrounds and complementary skills.

Diego Martínez Ficceti

Founder & CEO

Buenos Aires, Argentina

Diego Martínez Ficceti

Graduate in Economics, with more than 25 years of experience in strategic marketing for massive consumption & services brands. A strong believer in sustainability as the path for mankind and the critical role that brands and consumers play in that process. Multiculturalism devotee. Passionate about nature, music, and yoga.

ELIZABETH RIVERA RIVAS

Strategy & Int'l Civil Society Organizations

New York, USA

ELIZABETH RIVERA RIVAS

Branding, communication and digital marketing professional for iconic massive consumption & telecom brands, with more than 20 years experience. Third culture adult, interconnected and wanderlust. Loves music and football.

Carolina Lautenberg

Strategy, Innovation & e-Commerce

Miami, USA

Carolina Lautenberg

Diverse multicultural profile with scientific base: Industrial Pharmaceutical with a master’s in business management. More than 15 years of experience in strategic marketing in various sectors and regions of Latin America and the Caribbean, with experience in large consumer companies, as well as consulting and e-commerce consulting. Loves to travel with family, play soccer and feel the adrenaline in roller-coasters.

Alejandra Villarreal Jirash

Business & Marketing Strategy

Mexico City, Mexico

Alejandra Villarreal Jirash

Business & marketing strategist, with 25+ years of experience in global FMCG’s. Status quo challenger. Passionate about people, business growth, start ups support and having a strong, measurable impact on helping our world becoming a better place for all, in the benefit of all beings. Dedicated triathlete, yogi and meditator.

GRAZIELA BERNARDO MOTA

Strategy & Design Thinking

São Paulo, Brazil

GRAZIELA BERNARDO MOTA

Architect of ideas, strategies, and action plans. She takes design thinking to the business, marketing, communication, and branding - areas in which she specializes and teaches. A fan of collaborative work formats, she uses group facilitation and agile methodologies to transform dreams and ideas into projects and results.

Kathrine Maceratta

Business Sustainability Strategy

London, UK

Kathrine Maceratta

Sustainability & Purpose strategist for business, with 20+ years experience leading marketing strategies for global FMCG brands and most recently working as a sustainability consultant. Founder of Gaea Collaboration Ltd, she has dedicated the last years to complement her Brand development experience with sustainability trainings and partnering with projects that integrate purposeful & sustainable practices into the “business as usual".

Gabriela Di Pardo

Strategy, Digital Marketing & PR

Buenos Aires, Argentina

Gabriela Di Pardo

Graduated in Social Communication with specialization in Advertising. More than 20 years of experience in brand portfolio strategy and commercialization with focus in the winery industry, both at a local as well as at a regional and global level. Passionate about generating strategies that produce results in a sustainable way. Loves flamenco dance and art history lover, though above all watching movies with her family.

PATRÍCIA TAKEHARA

Strategy & Digital Marketing

São Paulo, Brazil

PATRÍCIA TAKEHARA

More than 25 years of experience in marketing, including branding, product management and digital marketing both inside massive consumptions companies as well as an external consultant. Graduated in Business Administration, her passions are traveling and practicing sports.

SILVINA DI GIANO

Market Research

Buenos Aires, Argentina

SILVINA DI GIANO

Specialized researcher with more than 25 years of experience in transforming data into actionable information. Strategic vision and a wide experience in managing research projects for both companies and other types of organizations. Curious and passionate about discovery.

FABIANA D’ORTO

Planning & Consumer Insights

São Paulo, Brazil

FABIANA D’ORTO

Passionate about insights. More than 25 years of experience in research and brand strategic planning and communication. Lover of nature, healthy and balanced life, yoga and swimming.

Beatriz Donayre

Brand Planning & Strategic Storytelling

Bilbao, Spain

Beatriz Donayre

Commercialisation and Advertising Communication magister, with more than 15 years of experience in brand planning, creativity and strategic storytelling for multicultural projects and clients (Andina region, Argentina and Spain). More than 8 years of university teaching experience on Storytelling and Persuasive Narratives in Advertising Communication. International vision, a restless mind and convinced that a memorable story is there waiting behind everything.

NATHALIE MANDIL

Digital Marketing

Miami, USA

NATHALIE MANDIL

Passionate for communication, with more than 20 years of experience in massive consumption and technology advertising and marketing. Born Argentinian but Latina at heart. Curious, innovative and an amateur chef.

XIMENA CASTILLO

Brand Planning & Copywriting

Santiago, Chile

XIMENA CASTILLO

Communicator with more than 20 years of experience in strategic marketing. Society observer and coolhunting lover. Inspired by nature and its wisdom.

Gabriela Mousseaud

Consumer & Market Insights

Mendoza, Argentina

Gabriela Mousseaud

More than 25 years working in market research for massive consumption, services and retail brands. Curious by nature and a restless sociologist constantly watching society. Voracious Haruki Murakami reader.

Paula López

Graphic Design

Buenos Aires, Argentina

Paula López

Graphics designer, specialized in infographics and editorial design. Passionate about order and organization.

Clients

Some consumer and corporate brands we work with.

Gatorade
Quaker
Toddy
BCI
Tripolis Solutions
BioFrescura
Wyn
Pepsi
Cleaner Chile
H2Oh!
Unilever
Tropicana
Skip
Tarul Aike
7up
Mirinda
Paso de los Toros
Pepsico

Contact

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