Case Study · Growth Marketing
Bringing systems thinking to sixteen fragmented brands
MSupply had grown by acquisition into sixteen regional brands, each on its own systems with no shared marketing stack and no central marketing leadership. I built the marketing foundation and ran proof of concept pilots in parallel. In one six week sprint, a segmented seasonal campaign grew revenue 333% over the year before.
The results
The challenge
Sixteen brands, no shared system, no digital mindset
MSupply had grown by acquisition into sixteen regional brands across the US and Canada. Each operated as its own silo: different business systems, 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, mostly social posts and newsletters. No one looked at the funnel as a whole, and there was no experience with MarTech, segmentation or personalization. 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 driving revenue.
And there was no central marketing 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
Foundation and proof of concept, built together
I worked on two fronts at once. I built the foundation the company lacked, and I ran pilots with what we already had to prove what worked. With marketing strategy now running through one place, a win in one business unit could reach the rest, and no brand had to start from scratch.
Unified the marketing stack
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 became the AI powered CRM for segmentation and journeys, connected to Unbounce for personalized landing pages, to product data for cross sell, to social and to search ads. With IT, I passed purchasing data into the CRM and created campaign codes so offline orders could be traced back to campaigns.
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 starting over.
Consolidated and segmented the customer data
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 needed.
Launched a new website about every two months
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. Pages were built to lead buyers to categories, products and the cart.
Built the ad engine for a new online store
For PartsToday.com and its catalog of more than 6,000 products, 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 ads were planned together, so the site opened with ads already set up to convert.
Ran a segmented seasonal pilot
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 by payment terms, customers paying up front, customers by spending tier, and new customers.
Built and run in six weeks, it brought in more than double its target (a target I didn't set) and grew campaign revenue 333% over the year before. 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.
Coordinated launches with sales and VIP onboarding
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.
Rebuilt how campaigns get made, with AI in every step
Requests used to arrive through a form, reach a designer with no context, and stay invisible until launch day. The business units had stopped trusting creative and started doing the work themselves.
I replaced the form with a conversation that AI mines for requirements. Claude writes the brief with KPIs in the brand's voice and builds the landing pages. Requesters and stakeholders comment and approve inside the workflow, approved pages publish straight to the website, and tasks update themselves from email and meetings.
Time to market went from eight weeks to two, the business units came back to creative, and the model became the playbook for all sixteen.
Built procurement software into the websites
I led the development of procurement software that let retailers do their buying online: dashboards and systems to manage purchasing and buy again. Email showed customers why buying online was easier. Retailers came back to it every month. With the new websites, B2B customers engaging online grew from 2% to 11%.
Made phone calls measurable
I introduced tracking that connected advertising to inbound phone calls, something the company had never measured. AI read the call transcripts to show which callers were ready to buy, and revealed that some calls went unanswered, meaning ad spend was being lost at the phone. That gave us a clear way to raise conversion.
What changed
How the work changed, before and after
Campaigns reached market in two weeks instead of eight, and the model became the playbook for all sixteen business units.
How I led
Sixteen business units, teams I didn't manage
I set the standards, playbooks, prioritization and review cadence for all sixteen business units, while each brand kept what it needed locally. I coached the product managers inside each unit; none of them reported to me, so the work ran on shared goals and visible results.
Every campaign reported to executives each month, measured step by step: reach, cost per lead and click through, then a final measure that matched the goal. For new customers it was a sales conversation. For product campaigns it was revenue, online and offline together.
I developed the team the same way. Generalist producers learned the language, layout and calls to action that convert, and the templates they built from what worked lifted email open and click through rates from 4% to 14%.
The through line: I connect every step, from the data to the channels to the phone, so customers can do what they came to do and the business can see what works.