Grupo Home Market
Five years sustaining the content of two business units — from camera to metrics, no stops.
Hardware and accessories for furniture
Production, editing, calendar and metrics
Active relationship
Home Market · Herrajes Los Halcones
Same owners, two business units that coexist while following two different paths. One sells wholesale; the other, to anyone who wants to build their own furniture.
Home Market is distribution and marketplace: hardware, accessories and decor, with direct sales to the public through Mercado Libre, its own Tiendanube store and a street-front shop in Buenos Aires. Herrajes Los Halcones is the factory: own product, B2B sales, a different tone, a different buyer.
Every channel asks for its own format, its own size and its own language. The same piece doesn't work for a Mercado Libre listing, a store banner and a story. Multiply that by two brands and by every month of the year: that's the real volume of the work.
I didn't come to maintain a brand. I arrived before there was anything to maintain.
In 2021 there was almost no material of their own: no photos, no system, no defined voice. There's no before and after to show because the before practically didn't exist.
The brand's growth and my work here are the same line. Everything you see on this page was built while the operation was already running.
I don't deliver pieces. I sustain the whole cycle.
From deciding what gets communicated to reading how it worked. Without handing the project from hand to hand and without the client having to coordinate suppliers.
Monthly calendar per unit and per channel. Which product, which date, which format.
In-house product and set photography. Plus sourcing and editing when the catalog allows it.
Product, demo and usage reels. Script, shoot and direction on the same day.
Retouching, piece assembly and video editing, in every size each channel asks for.
Copy by brand and by audience. B2B and B2C don't talk the same, and they shouldn't.
Uploading and scheduling on each platform, with its own cadence and times.
Reading what worked and what didn't, to correct the next calendar.
Evaluating new formats before the industry uses them. And discarding the ones that don't apply.
The 80%: content to sell in five different places.
A catalog with more than 20,000 products, each of which has to be made desirable piece by piece. The constant is the system: same rules of framing, color and typography, changing only what each channel forces to change.
The highest-turnover format: news, restocks and one-day promos. Fast production, fixed system.
When the volume stopped fitting in one person, I built the team. And I stayed in charge of the judgment.
Adding people works if something holds the consistency together. Before delegating I wrote the system down: framing and color rules, templates per format, copy tone per brand and a calendar where every piece has a date, a channel and an owner.
With that, the team produces without consulting every decision and I direct instead of reviewing. The client doesn't notice the change of hands, which is exactly the point.
Herrajes Los Halcones
The remaining 20%, and the only one where the work began with identity: rebranding and its own website for the B2B manufacturing unit.
Five years with the same client aren't won with a campaign. They're won by holding the rhythm.
What I learned most here is that content is an operation, not a deliverable. The hard part isn't the good-looking piece: it's having a piece every week, in the right channel, with the same judgment, while the catalog changes and the platforms change with it.
Do you have several channels and nobody sustaining them with one criterion?
That's what I've been doing here since 2021.