Portfolio›Case studies›Pronaca›Running the function·Pronaca · 2014–2024

Running the function: what a corporate marketing job actually contains.

A shopper sees a truck, a billboard, a recipe, a magazine and a call-centre agent in the same week and experiences one company. Behind that sit a two-million-dollar budget, thirty brands, a contact centre, a thousand events a year, two hundred trucks and a publishing operation — the function I ran at Pronaca for ten years. This page is its inventory.

Budget ownershipContact centreOwned publishingEventsSponsorshipOOH & fleetRGM

The numbers the role carried

Scale, stated plainly.

$2M

annual marketing investment under management

brands under one digital strategy — 22 consumer plus animal-nutrition, export and corporate brands

1000+

fairs, corporate events and activations a year

150+

product launches supported annually

200+

trucks carrying brand livery — a $2XX K/year rolling media asset

people in the team, plus national and international agencies

The trucks are the line I would defend in any interview. Two hundred vehicles crossing the country every day is a media network the company already owns and most companies never count — so it never gets designed, measured, or budgeted like one. We did.

The portfolio, counted

Thirty brands, counted. Here is the arithmetic.

"Twenty-plus brands" is what people write when they have not counted. This is the actual split, and the consumer half is verifiable in one click — the company still lists every one of them on its own site.

Group	Brands	Count
Consumer Listed on the company site today	Mr. Pollo · Mr. Chancho · Mr. Pavo · Mr. Fish · Mr. Res · Mr. Cook · Plumrose · Fritz · La Danesa · Gustadina · La Primera · Rubino · Indaves · La Estancia · Ave Campo · Natural Heaven · Veggie Deli · Pro-can · Pro-cat · Avant · Compa · Chiki · Derby	22
Animal nutrition The livestock business	INDIA · ProAves · ProCerdos · ProGanado · INCA	5
Corporate & export Platforms and international	TQMA · TQ PETS · INAEXPO	3
Total under one digital and CRM strategy	—	30

The consumer portfolio as the company publishes it today, September 2026. Count them.

The concept

"Vive bien, vive saludable" — and the three pillars that made it usable.

A corporate concept is worthless until it tells a content team what to make on a Tuesday. This one was built with three content pillars underneath it, which is why it survived: it was a production system disguised as a slogan.

Pillar 01

Alimentación

Nutrition as the brand's home ground — protein, balance, what a family actually eats. The pillar the portfolio has a right to own.

Pillar 02

Actividad física

Movement and daily exercise. The pillar that turns a food company into a wellbeing company without selling anything different.

Pillar 03

Armonía

Emotional connection — family, children, harmony at home. The pillar that closes the "emotional closeness" gap the equity tracker kept flagging.

The Vive bien, vive saludable section on the live Pronaca consumer site in 2026, still a top-level destination in the main navigation. — The concept is still a top-level section of the live consumer site — **/vive-bien-vive-saludable**, September 2026. Concepts that are only campaigns disappear with the campaign.

Owned publishing

The company became its own magazine.

Editorial content for the TQMA digital magazine — commissioned, directed and published in-house. The three pillars are visible on the cover itself, which is the point: the concept was not on a slide, it was the table of contents.

Editorial

TQMA digital magazine

Monthly editorial content built on the three pillars, produced in-house rather than bought as advertorial.

"Magia en tu Cocina"

A physical cookbook: photography direction and production supervision. Food photography is a discipline with its own failure modes — it is directed, not ordered.

Web

Brand microsites

Individual digital presence for the brands in the portfolio, each with its own audience and its own reason to exist.

Social

Facebook · Instagram · TikTok

Organic and paid presence across the portfolio, with the community strategy that produced the owned channels.

The recipe engine

Three thousand recipes are a database problem before they are a content problem.

Recipes were the fuel for every channel — magazine, site, app, social, culinary centre. At that volume you stop commissioning content and start operating a system: taxonomy, brand tagging, nutritional data, search.

3000+

recipes administered in the system built to manage them

1,650

live and filterable by brand on the consumer site today — verified September 2026

brands you can filter the live recipe library by, from Mr. Pollo to Veggie Deli

Still running

Two years on

New recipes are still being published into it. The system outlived the person who specified it, which is the only real test.

Flagship programmes

Two properties the company owned outright.

Consumer programme

Mi Receta Preferida

A national recipe competition: the audience does not consume the content, it writes it. Created, run and scaled into a printed book and a CRM programme.

people reached by the programme

12k

recipes submitted by consumers

Twelve thousand submissions is not a campaign metric. It is twelve thousand households who put their own name on the brand's platform.

National sponsorship

MasterChef Ecuador

Creating and running the company's participation in the country's biggest cooking programme — and, unusually for a sponsorship, measuring it properly.

57%

of the audience had watched the programme

74%

recalled a sponsor — up from 63% and 52% in prior years

Sponsorship evaluation scored 68–82% top-two-box across seven statements. Most sponsorships are renewed on a feeling; this one was renewed on a number.

Where marketing meets service

The contact centre belonged to marketing, and it should.

Most organisations file the call centre under operations and then wonder why the brand promise dies on the phone. In this function it sat with marketing — which meant the technology, the routing and the complaint process were designed as part of the customer experience, not against it.

Contact centre management

Run on InConcert. The platform decisions were marketing decisions because the queue is where the relationship actually happens.

IVR and ACD design

Interactive voice response and automatic call distribution — the difference between a customer reaching the right person and a customer giving up. Both are conversion problems wearing a telecoms costume.

Outbound call campaigns

Call-centre campaigns integrated with the CRM base, so an outbound call knew what the customer had already been sent.

PQR workflow, company-wide

Implementation of the requests, complaints and claims process for the entire organisation — not just for marketing. Complaints are the cheapest research a company will ever receive, and they are usually the worst organised.

The physical estate

Brands live on roads, billboards and in rooms with actual people.

Fleet · $2XX K a year

200+ branded trucks

A rolling OOH network the company already owned. Designed, budgeted and renewed as media rather than as paintwork.

OOH

Billboards & screens

Out-of-home presence for the full brand portfolio, planned centrally instead of brand by brand.

1,000+ a year

Fairs & corporate events

Across thirty brands. At that cadence what works is a repeatable kit.

Owned venue

Culinary centre

Coordination of the company's culinary centre, including online cooking courses for consumers — a brand experience people opt into for two hours.

Partnerships and commercial method

Agencies, universities and a pricing discipline.

Suppliers

Agency negotiation

National and international agencies — scope, fees and performance. Owning the negotiation is what keeps a $2M budget from becoming a $2M habit.

Academia

UDLA · USFQ · UIDE

Partnerships with three universities for internships at the culinary centre: talent pipeline and brand presence in the same programme.

Commercial

Revenue Growth Management

Coordination and development of RGM methodology — price, mix, pack and promotion treated as one system instead of four separate arguments.

International

Toledano, Panama

Digital strategy definition for the brand's Panamanian operation — the same method, exported to a market with different rules.

RGM is the one I would put first in a commercial interview. It is where marketing stops asking for budget and starts arguing about price, mix and promotional depth — which is the conversation that actually moves a P&L.

Why the inventory matters

The title said digital. The job was the whole commercial surface.

I put this page together because job titles compress badly. "Digital Strategy & CRM Manager" reads like somebody who runs social media. The actual span was a two-million-dollar budget, a contact centre and its telephony, a national television sponsorship, a publishing operation, a thousand events, two hundred trucks, a culinary school with university partnerships, and the pricing methodology behind the portfolio.

What connects them is not a list, it is a habit: every one of these was treated as a system with an owner, a number and a review cadence — including the ones nobody else was counting.

In your company

What this looks like when you bring it in.

What you get

One inventory of everything your brand touches

Fleet, events, contact centre, media, content — owned by marketing and managed as one system.

What builds up

A function that runs as an operation

Written remits, a calendar, and a team that acts without a meeting first.

What you stop paying for

Brand experience that dies at the hand-off

The call centre, the truck and the campaign designed by the same people.