Case 03 · Marketing Manager, concurrent

A B2B demand engine from zero, ROAS positive in under 90 days

Grupo Arcca · Franchise accelerator, B2B expansion

ROAS positive in under 90 days CPL −48% · Leads +85% Contact rate 3% → 20 to 26%
In four lines
Situation
Grupo Arcca, a franchise accelerator under the same holding as Nola, needed a B2B demand engine for franchise expansion, built from zero while Nola’s was being built, with one team of four serving both.
Task
Build and run the franchise demand engine as Marketing Manager, concurrent with the Nola role, and keep the priority conflict between the two businesses at my level.
Action
Built the engine from zero, rebuilt the middle of the funnel with automated cadences and a redesigned process, aligned qualification with how the commercial board evaluated investor candidates, and repositioned the franchisor’s brand for B2B.
Result
Positive ROAS in under 90 days. Leads up 85%, CPL down 48%. Contact response from 3% to the 20 to 26% range, show-up at 85 to 95%, lost leads from 98% to the 31 to 42% range.
The challenge

Grupo Arcca is a franchise accelerator and Nola’s sister company under the same holding. It needed a B2B demand engine for franchise expansion, built from zero, at the same time Nola’s was being built, with one team serving both.

My role

Marketing Manager, concurrent with the Nola role. Same team of four, two businesses, and explicit prioritization between them instead of letting the team absorb the conflict.

What I built
  • Built the franchise demand engine from zero and reached positive ROAS in under 90 days, with leads up 85% and CPL down 48%.
  • Rebuilt the middle of the funnel with automated cadences and redesigned process: contact response went from 3% to the 20 to 26% range, show-up reached 85 to 95%, and lost leads fell from 98% to the 31 to 42% range.
  • Aligned marketing qualification with the commercial board, matching how investor candidates were actually evaluated.
  • Repositioned the franchisor’s brand identity, strengthening its B2B positioning as a reference in sustainable franchising.
The human part

One team of four serving two companies. The job was keeping that conflict at my level instead of passing it down, so neither side ever felt like the side project. Each had its own cadence, and both moved every week.

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