BuildCar rental · Orlando
Florida Rental Car
- Constraint
- Marketing outsourced, with no internal structure and no commercial visibility.
- Intervention
- CRM, recruiting from scratch, training, marketing and sales processes through to after-sales.
Hubber Build · 12 weeks · 3 phases
We build your marketing department. Then we hand over the keys.
We recruit the team, install the system and stay beside it until the operation runs without us. At the end, the structure is yours: the people, the processes, the playbooks and the numbers.
For Brazilian-owned companies doing $1M+ in the United States A dedicated team, based in Brazil, in your time zone
What it is
Not consulting. Not an agency. Structural engineering.
Build exists for one specific situation: the company already has revenue, already has demand, and the constraint is having nobody in house who thinks and executes marketing. In 12 weeks, that stops being outsourced.
Track 1
Reorganize the team you have.
- Role and capability assessment
- Clear ownership and workflows
- Training and performance rituals
- Tools and dashboards
Track 2
Build the team from scratch.
- Org chart and role scorecards
- End to end recruiting
- Selection and onboarding
- Playbooks and day to day management
The diagnostic decides the track, not the form and not the price. The two can combine when part of the team stays and part has to be hired.
12 weeks
Two to recruit. Two to install. Eight to govern.
Most of the time goes to the phase nobody does: staying beside the team until the machine runs on its own.
- Recruiting
- Weeks 1–2
- Installation
- Weeks 3–4
- Governance
- Weeks 5–12
The method
Three phases. One delivery.
-
Weeks 1–2
Phase 1: Recruiting
We do not recommend names. We design the full org chart and run recruiting from start to finish, with testing and behavioral profile analysis. You interview a list that has already been validated, and you do not waste a minute on people who do not fit your culture and your values.
- Org chart and role scorecards
- End to end recruiting
- Behavioral profile testing and analysis
- A final validated shortlist for you to interview
-
Weeks 3–4
Phase 2: Installation
We install the system: CRM, task management tools and, most important, the recorded playbooks. A playbook is the practical manual for running a campaign, publishing content and answering a lead. It is a course inside your own company, and the end of everyone doing whatever they want.
- CRM configured, from lead to after-sales
- Task management with owners and deadlines
- Recorded playbooks, routine by routine
- Nobody starts the day unsure of what to deliver
-
Weeks 5–12
Phase 3: Governance
What no consultancy has the nerve to do: instead of handing over a manual and leaving, we spend eight weeks managing the new team. Dailies, target reviews, cost per lead, KPIs and OKRs, for marketing and for sales. We adjust what needs adjusting until the machine keeps running on its own.
- Dailies and a management ritual
- Target, cost per lead and KPI reviews
- Marketing and sales OKRs
- Adjustments until the operation runs without Hubber
Delivery
At the end, all of it is yours.
It is not a report. It is a department.
A hired, trained team
Selected by profile, trained on the playbooks.
Org chart and scorecards
Who does what, measured how.
CRM configured
A visible pipeline, from lead to after-sales.
Recorded playbooks
How to run each routine, on video, inside the company.
Dashboards
Marketing and sales on the same panel.
A management rhythm
Dailies, reviews and targets that continue without Hubber.
All of it in your company's name. If the relationship with Hubber ends, none of it leaves.
Readiness
The 12 weeks only start when this is in place.
Speed comes from preparation, not shortcuts. The clock does not run before the readiness gate.
- An executive sponsor with decision authority.
- A clear business objective and baseline.
- Budget for people, tools and media.
- Access to the current team, systems and data.
- Capacity to implement weekly decisions.
Without it, we do not start. And we say so in the diagnostic, not in the contract.
Investment
Defined after readiness and scope.
The number reflects team complexity, recruiting needs and the reach of the system. It is presented in the diagnostic, after the constraint is confirmed, never before.
Paid media and third party tools are contracted separately.
Where Build was born
The largest car rental company in Orlando.
Fabinho did not want one more agency to run ads. He wanted his marketing team structured from the inside. That is where Hubber stopped selling services.
Questions
What people ask before applying.
Can you work with our current team?
Yes. Build has two tracks: reorganize the team you have or build one from scratch. The diagnostic decides which, or how to combine them. People who stay go through the same role assessment, training and rituals as those who join.
Does Hubber recruit the roles we are missing?
Yes, in phase 1. We design the org chart, run recruiting end to end with behavioral profile testing, and you interview a list that has already been validated. How many roles are covered is defined in the scope.
What has to be ready before the 12 weeks begin?
An executive sponsor with decision authority, a clear objective and baseline, budget for people, tools and media, access to the team, the systems and the data, and capacity to implement weekly decisions. The 12 week clock only starts once that gate is closed.
What do we own at the end?
Everything. The people are employed by your company. CRM, task management, dashboards and playbooks stay in your accounts and in your name. If the relationship with Hubber ended tomorrow, the department stays where it is.
And after the 12 weeks?
That is exactly what the eight weeks of governance are for: the machine running without Hubber. Any support format after handoff is defined in the contract.
Do you guarantee results?
No. We guarantee scope, method and transparency: every decision recorded, every risk flagged early, every number with an owner. Results also depend on what your company delivers: access, budget, commercial capacity and approvals on time. That is why the readiness gate exists.
Can Build become a partnership?
The relationship always begins as a paid engagement. For selected companies, revenue participation can come into play once measurement and attribution are reliable; equity can only be considered after three months of real operation, subject to diligence, governance and a separate legal agreement. It is selective and never automatic, and it is not what Build promises.
The decision
Stop renting. Build.
Apply. Nicolas reads every form and answers personally.