Case Study · Digital Marketing
MSupply had grown by acquisition into sixteen regional HVAC and plumbing brands, each on its own systems with no shared marketing stack and no central digital leadership. I built the digital foundation and ran proof of concept pilots in parallel. In one six week sprint, a segmented seasonal campaign grew from $150K to $650K in revenue.
The results
The challenge
MSupply had grown by acquisition into sixteen regional brands across the US and Canada. Each operated as its own silo: different ERPs, websites on different platforms or no website at all, separate email tools, and no reconciled marketing stack.
The company had marketers, but the work was tactical, social posts and newsletters, not full funnel thinking. No one was looking at the digital funnel as a system, and there was no experience with the MarTech, segmentation, and personalization that data driven marketing requires. Customer data was never consolidated or segmented, so every message went to everyone.
There was also no measurement. The company had no way to track marketing attribution, so no one could see what was actually driving revenue.
And there was no central digital leadership. Each business unit operated independently, with no view into what the others were doing, what tools they used, or which campaigns worked. A success in one unit stayed locked in that unit. No one was positioned to see the whole picture, set strategy across the umbrella, and carry what worked from one brand to the rest.
The approach
I worked on two fronts at once: building the foundation the company lacked, and running pilots with what we already had to prove what worked. Becoming the central point of digital strategy across the umbrella, I could spot a win in one business unit and carry it to the rest, so the whole portfolio learned from each test instead of each brand starting from scratch.
The old email tools could not support a multi brand B2B operation. I specified and brought in a stack built to standardize and scale: Iterable for email and journey orchestration, Unbounce for landing pages, and Proton AI as the AI powered CRM driving segmentation. The new stack cost roughly the same as the fragmented tools it replaced, but it let every business unit work from shared templates and frameworks instead of reinventing the wheel.
I led the consolidation and cleanup of customer data across the brands, then built segmentation that never existed before, roughly four segments per brand. That made personalized customer journeys possible, with messaging matched to what each segment actually needed.
I directed the branding, messaging, SEO, and go to market strategy for four new B2B websites (O'Connor, Bill Simons, CNL, and CAD) and a new B2C site, PartsToday.com, on Shopify with Google Shopping. The first launches became the template for the next, so each one shipped faster and smarter than the last, lifting conversion from around 2% to 11%.
For PartsToday.com and its catalog of 6,000 SKUs, I built a scoring model that ranked every product by profitability, sales velocity, and Amazon popularity. That model fed the Google Shopping ad strategy, so spend concentrated on the products with the highest demand and margin rather than spreading thin across the whole catalog. The launch and the paid acquisition strategy were orchestrated together, so the site opened with advertising already engineered to convert.
To prove the playbook, I ran a multichannel seasonal campaign, social to email to landing page, as one connected journey the company had never built before. It was segmented four ways: customers with credit to use, cash customers, customers by spending tier, and new customer acquisition. Built and executed in about six weeks, then run over two months, it grew campaign revenue from $150K the year before to $650K. Because it ran on digital channels, attribution was finally measurable, and the result became the case for rolling the playbook out to the other brands.
Website adoption was segmented too, by past ecommerce behavior and by revenue. I created a VIP segment for the top accounts driving the majority of revenue, with white glove onboarding into the new ecommerce tools and supporting assets for the sales team. Every one of those top accounts was onboarded within two weeks of launch.
I made AI a core part of how marketing runs, not an experiment. Claude powers workflows from segmentation to mockups that hand off cleaner to the design team, and personalized imagery is generated per segment. For the seasonal campaign, this cut asset production from eight weeks to one or two, while improving accuracy and personalization.
I introduced tracking that connected advertising to inbound phone calls, something the company had never measured. It revealed that 80% of tracked calls came from buyers with high purchase intent, and also that some calls went unanswered, meaning ad spend was being lost at the phone. That insight opened a clear path to improve conversion that no one could see before.
The through line: digital marketing is systems thinking and full funnel orchestration. I engineer the experience end to end, from data to channels to the phone, so customers can do what they came to do, and the business can finally see what works.