In my career, I’ve been put to the test more often than not, and that challenging question from a co-worker—hopefully asked with good intentions—made me think a lot. Do I know this industry well enough? I know marketing, for sure, but what about the market nuances? The main players?
Well, every strong marketing process begins with curiosity. But curiosity moves faster when it is supported by category experience.
Knowing an industry means understanding more than its vocabulary. It means recognising how decisions are made, what customers care about, which claims need proof, how channels influence the sale and where a global idea needs local intelligence.
The experience behind Opal spans more than 18 years across LATAM, APAC and EMEA, including work with brands such as PlayStation, Samsung, Niantic and Huawei FusionSolar. Those big names taught me invaluable lessons and made me a better professional, giving me not only the tools and knowledge of marketing, but also a deeper understanding of the fields where those ideas come to life.
Technology companies are very good at building features. Marketing has to explain why those features matter.
The distance between a specification and a reason to buy can be surprisingly large. A faster processor, a new display, an AI function or a connected ecosystem only becomes meaningful when it is translated into a real benefit for your (future) customer.
Our experience in consumer electronics and mobile has taught us to work across that full translation layer: from product positioning and launch narratives to retail, partner materials, digital campaigns, content and experiences.
It has also taught us that the customer is rarely the only audience. Sales teams, distributors, retailers, creators, media and internal stakeholders all need a version of the story they can understand and use.
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Mobile and gaming: earning attention inside a culture
Gaming is not a single audience, a single device or a single type of behaviour. It is a collection of communities with their own references, expectations and loyalties.
Work connected to PlayStation and Niantic, together with broader mobile and consumer-technology experience including Samsung, has provided a close view of how global entertainment brands build relevance locally. The work can move from a product or title launch to community engagement, retail, live activations, partnerships, creators and always-on content — often at the same time.
In this category, cultural fluency matters. Audiences immediately recognise when a brand understands the space and when it is simply borrowing its language. That changes the creative standard, the speed of response and the role of community in the plan.
Different industries. A shared operating principle.
These categories have different customers and commercial models, but they share important characteristics: rapid innovation, technical products, multiple stakeholders and high expectations for both speed and accuracy.
That is where our experience becomes useful.
We know how to work with a global brand while engaging local market reality. We know how to turn product detail into a stronger story. We know that a distributor portal, a case-study film, a launch event and a paid campaign may all be part of the same growth system.
Most importantly, we know that category knowledge should never become a shortcut to generic thinking. It should help us ask better questions earlier, see the risks sooner and create work that feels more relevant from the start.
Experience does not replace curiosity. It gives it traction.
