Building the Marketing Infrastructure Behind Netevia’s Growth

Founder Experience

Before Construction Growth Services, Eduardo Mora built and led marketing infrastructure at Netevia during a period in which annual company revenue grew from approximately $118 million to $275 million.

Starting without a marketing department

When Eduardo joined the organization that would become Netevia, there was no established marketing department. The company already operated in the payments industry and relied heavily on third-party vendors, Independent Sales Organizations (ISOs), and reseller relationships for distribution.

The challenge was not simply generating more leads. The organization needed to build the marketing capability itself.

Over the following years, Eduardo progressed from Marketing Manager at Net Element to Marketing Director and later Director of Brand Marketing at Netevia. During that period, he built and led a marketing team of more than ten people and helped establish the processes, technology, creative capabilities, acquisition channels, and operating models required to support the company’s growth.

Understanding the distribution model

Payments did not behave like a conventional direct-to-consumer market. ISOs and resellers were central to distribution, creating two distinct opportunities.

• Build a direct customer acquisition capability so Netevia could grow its own portfolio.
• Make Netevia more valuable to ISO partners by providing modern marketing capabilities and sales materials.

Instead of choosing between channel partners and direct marketing, the team built marketing infrastructure designed to support both.

Building the marketing organization

The work covered virtually every part of the marketing function: team structure, operating processes, budgets, technology, analytics, reporting, paid acquisition, SEO, content, creative production, agency relationships, and lead-generation infrastructure.

Marketing was also connected to sales. Rather than stopping at lead generation, acquisition channels were linked with the CRM so opportunities could be tracked, assigned, and worked by the sales organization.

Modernizing the brand

The transformation extended across the company’s customer-facing identity. The website and its underlying technology stack were modernized alongside presentations, brochures, flyers, business cards, product packaging, and other sales and marketing collateral.

The objective was not simply to make Netevia look newer. It was to give the internal sales organization and external ISO and reseller network better tools for selling the company’s products.

Creating a direct acquisition channel

Historically, the business depended heavily on third-party distribution. An internal direct acquisition capability created another path for portfolio growth.

Across Eduardo’s time at Netevia, approximately $500,000 was invested in paid media alongside the broader organic, brand, partnership, and sales-enablement strategy. The direct channel complemented rather than replaced the company’s ISO network, while stronger marketing materials gave channel partners additional resources for competing in a crowded payments market.

The results

Metric	Result
Approximate annual revenue, 2022	$118 million
Approximate annual revenue, 2024	$275 million
Company revenue growth	Approximately 133%
Marketing team built	10+ people
Paid media investment	Approximately $500,000

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The company’s growth was the product of work across sales, product, operations, technology, marketing, and other functions. Eduardo’s responsibility was building and leading much of the marketing infrastructure required to support that growth.

Growth at this scale rarely belongs to one department.

What the experience taught us

Netevia changed the way Eduardo approached marketing. Marketing affected sales. Sales depended on CRM infrastructure. Product affected conversion. Technology affected customer experience. Brand affected channel partners. Data affected decisions. Every department could either reinforce or constrain the others.

Later work with construction businesses demonstrated that small and midsize companies often face the same systemic problems—only with fewer people, less technology, and less internal expertise available to solve them.

That realization became part of the foundation for Construction Growth Services:

Find the constraint, bring together the disciplines necessary to fix it, and measure whether the business actually improves.