A teenager meets the company on TikTok, her mother on Facebook, her older brother on Instagram — each with content made for them, from the same portfolio. That is the corporate digital strategy I ran at Pronaca: one plan that decides which generation lives on which platform, and holds thirty brands to it.
Thirty brands generate thirty reasonable requests a quarter. Saying yes to all of them produces noise at scale; saying no requires a rule the brand managers can accept. The rule here was cohort allocation — each platform assigned to a generation, and every brand held to it.
Each brand builds its own digital plan. Faster to approve, impossible to resource, and the portfolio ends up bidding against itself for the same audience.
Platforms allocated centrally by cohort. Slower to agree, and the only version where 150+ launches a year is possible with one team.
The refusals are the strategy: Gen Z is earned on short video before it is bought, long-form lives on video platforms, and the recipe library is the shared asset every brand draws from instead of commissioning its own.
The plan assigned platforms by cohort rather than by fashion. That is the decision that stops a portfolio spending equally everywhere and reaching nobody in particular.
| Platform | Cohort | Role in the system |
|---|---|---|
| Gen X | Reach and community for the cohort that still treats it as the front page | |
| Millennials | The visual home of the recipe and lifestyle content | |
| TikTok | Gen Z | The entry point — earned through creators before it was bought through media |
| X | Boomers & news cycle | Presence where the conversation is public and fast |
| YouTube | All | Long-form: the place a recipe becomes a lesson |
Platform allocation from the corporate digital plan. The point is not the list — it is that a thirty-brand portfolio had one answer to 'who is this for' before it had a content calendar.
posts, recipes and chef content served monthly across the system
video views a year
stories a year
visits a year to the owned webs and magazines
Paid media stops the moment the invoice stops. The strategy was built so that every campaign deposited something into an asset the company keeps.
592,000 unique users in a year, ~52,000 a month. The destination everything else pointed at.
The consumer CRM base, worked with 2.8 million emails a year.
Individual digital presence for the brands that earned one, instead of a single corporate site pretending to speak for twenty-two.
A separate endorsement platform for the pet portfolio, because pet owners are not a segment of food buyers — they are their own audience.
The 5 million monthly reach figure that appears on my profile is this system running: owned channels, CRM base, e-commerce and brand communities together, not a single campaign's impressions.
Thirty brands generate thirty reasonable requests a quarter, and a function that says yes to all of them produces noise at scale. Deciding that Gen Z is earned on TikTok before it is bought, that long-form lives on YouTube, and that the recipe library is the shared asset every brand draws from — those are refusals as much as decisions.
That is what made 150+ launches a year possible with one team: the process was built once and reused, rather than negotiated brand by brand.
Each brand gets the cohort it can reach, and the channel that reaches it.
Owned destinations, cohort content, one calendar.
Central allocation ends the portfolio competing against itself.