Work that had to
survive the market.

L’Oréal Paris was losing shoppers in Puerto Rico’s beauty aisles—not from lack of awareness, but from uncertainty at the moment of choice. So we told them, “We’re here for you”—and made it real.

• Moved CRM from after the purchase to the point of sale.
• Turned WhatsApp into a live in-store beauty advisor.
• Delivered personalized recommendations at the moment of choice.
• Reduced activation costs by 90%.

Hair needs change with the person, the moment and the environment—but most beauty advertising gives everyone the same answer. We made the message adapt to the context.

• Turned everyday conditions into media signals.
• Matched product benefits to the need of the moment.
• Built a flexible system instead of one static ad.
• Made relevance part of the media plan.

Coors Light needed to feel connected to how Puerto Rico actually unwinds—not simply appear around the occasion. We built the brand around the moment people choose to refresh.

• Translated refreshment into a human occasion.
• Connected the platform to local social behavior.
• Extended the idea across content and experiences.
• Gave the brand a repeatable role in the moment.

Healthy choices often feel like instruction. Mazola needed to make participation feel easier and more rewarding than another nutrition lesson.

• Turned healthy behavior into play.
• Created an experience families could share.
• Connected the brand benefit to an active behavior.
• Made education useful and engaging.

Culebra is remembered through what visitors take home, but its real value lives in what must remain protected. We used souvenirs to reframe responsible tourism.

• Turned a tourism behavior into the creative device.
• Connected memory with responsibility.
• Made conservation personal to the visitor.
• Positioned the destination as worth protecting.

Summer is crowded territory for beer brands in Puerto Rico. Coors Light needed more than visibility—it needed a recognizable way to own refreshment all season.

• Built a platform around the brand’s core benefit.
• Connected media, content and activation.
• Created entry points across summer occasions.
• Made the idea repeatable beyond one execution.

After Hurricane María, Puerto Rico did not need another brand narrating resilience from the outside. Nissan created space for people to define recovery themselves.

• Started with the cultural reality, not the product.
• Rejected expected post-storm language.
• Centered Puerto Rican voices and experience.
• Built relevance through empathy and restraint.

Mastercard’s global promise needed to create tangible value in Puerto Rico. We turned Priceless from a message into a local platform people could experience.

• Localized a global platform without losing its equity.
• Connected card use to relevant experiences.
• Built partnerships around access and participation.
• Turned preference into something people could use.

Refreshment can easily become a product claim. Coors Light needed to turn it into a broader invitation that could live across culture, content and experience.

• Expanded refreshment into a brand behavior.
• Created room for multiple occasions.
• Connected local work to one consistent idea.
• Built continuity across media and experience.

Nutrition messages are easy to ignore in the store. Mazola needed to help shoppers act on healthier choices while those decisions were being made.

• Moved education closer to the decision.
• Turned discovery into an interactive quest.
• Connected benefits to practical choices.
• Made retail useful—not just promotional.

Olympic sponsorship can feel distant from an everyday pharmacy visit. Walgreens brought the energy of the Games into a retail experience people could join.

• Translated sponsorship into an in-store experience.
• Connected health and movement to participation.
• Created a role for shoppers beyond observation.
• Made the partnership visible at purchase.

Puerto Ricans wanted to travel—but vacation often meant leaving the island. We reminded them that the destination they were looking for was already home.

• Reframed local tourism as discovery.
• Turned 78 municipalities into destinations.
• Connected culture, commerce and travel.
• Gave Puerto Ricans a reason to choose the island.

Puerto Rico was marketed as one destination even though every municipality offered a different reason to visit. We revealed all 78 possibilities.

• Turned one island into 78 destinations.
• Created the first local tourism passport.
• Made exploration collectible through stamps.
• Helped convert local pride into travel.

Puerto Rican athletes carried the island’s pride around the world. We used that shared identity to invite people to show up for Puerto Rico at home.

• Connected sports pride to local tourism.
• Used a national moment to create participation.
• Extended the platform into culture and community.
• Made support for Puerto Rico an action.

A global sports trophy is powerful but distant when fans only see it through a screen. Mastercard turned access into a local Priceless experience.

• Brought an international property closer to fans.
• Used access—not advertising—as the value exchange.
• Connected the event to social participation.
• Made Mastercard the enabler of a rare moment.

Telecommunications brands often lead with speed, coverage and price. Liberty needed to show what connectivity actually makes possible between people.

• Shifted the story from infrastructure to connection.
• Built the platform around a shared belief.
• Created room for multiple products under one idea.
• Made the promise emotional and functional.

For younger voters, institutional language can make participation feel remote. We used digital culture to make voting harder to dismiss.

• Reframed participation for a younger audience.
• Used an unexpected device to earn attention.
• Made a formal message culturally fluent.
• Made voting feel immediate and personal.

People knew voting mattered, but practical friction could still get in the way. We treated location as the problem and clarified the path to participate.

• Focused on a concrete barrier to voting.
• Used familiar mobile behavior.
• Connected information directly to action.
• Made finding where to vote intuitive.

A brand experience should do more than place a logo inside an event. Coors Light turned its presence into a recognizable destination for refreshment.

• Made the brand asset part of the experience.
• Created an ownable point of interaction.
• Connected trial with social participation.
• Built an activation designed to travel.

In a category full of familiar food imagery, Mazola needed a product demonstration people would remember. We made one small detail carry the story.

• Turned product performance into the idea.
• Used visual contrast to earn attention.
• Made the benefit easy to understand.
• Built memorability through demonstration.

Halloween is crowded with candy promotions. Hershey’s needed to become part of the anticipation and fun—not another product handed out at the end.

• Turned seasonal relevance into an experience.
• Placed the product inside the entertainment.
• Created participation people wanted to share.
• Made the brand part of the memory.

Neighborhood bars are more than points of sale; they hold the stories of the people around them. Coors Light made those stories visible.

• Shifted attention toward local partners.
• Used four bars to tell a cultural story.
• Connected community recognition to the occasion.
• Built affinity by giving others the spotlight.

A familiar emotional message needed a behavior people could participate in. We turned sharing from a sentiment into the organizing idea.

• Built the work around a human action.
• Created an idea that moved across touchpoints.
• Made participation central to the message.
• Connected small gestures to a larger story.

Ocean Spray’s product story begins far from the shelf. We used immersive technology to let people experience that brand world firsthand.

• Turned provenance into an immersive experience.
• Gave VR and 360° content a clear role.
• Made a distant environment accessible.
• Connected sampling with brand understanding.

Hair color is both a product decision and a personal transformation. The brands needed to support confidence before, during and after the choice.

• Connected inspiration with practical guidance.
• Built across media and retail touchpoints.
• Addressed uncertainty during selection.
• Turned communication into a connected journey.

Fashion-week visibility is easy to buy but harder to make useful. Maybelline needed a role native to the transformation happening backstage and on the runway.

• Placed the brand inside the creative process.
• Connected product with professional artistry.
• Extended the event through social content.
• Made sponsorship feel like participation.

Kit Kat already owned the idea of taking a break. The challenge was to turn that familiar promise into behavior that felt current, social and active.

• Reinterpreted the global platform locally.
• Built around recognizable group behavior.
• Created content for participation and sharing.
• Kept the product at the center of the break.

Basketball fandom does not stop at the edge of the court. Coors Light created a role for the people whose energy turns a game into a cultural event.

• Built the experience around the sixth man.
• Connected the brand to game-day energy.
• Extended the occasion beyond the score.
• Created a repeatable sports platform.

Coors Light’s mountain heritage was recognizable, but it needed meaning in Puerto Rico. We translated origin into a local story about refreshment.

• Connected global heritage to local culture.
• Used the mountain as more than a visual.
• Built a narrative around provenance.
• Made established equity locally relevant.