Victory International Marketing was founded in 2017 in Hollywood, Florida, by two marketers who had spent the prior decade running campaigns inside multinational firms and watching the same friction repeat: a U.S. brand would buy media in Mexico assuming the playbook ported one-to-one. A Brazilian firm would launch in Miami expecting the audience to convert on the same offer. Neither did. The mistakes were rarely strategic — they were operational, linguistic, and cultural.
We exist for the operators who already know that. We run multi-market campaigns, build localized funnels, and handle the messy operational work that separates an expansion that lands from one that quietly burns budget for six months before the team admits the channel isn't going to work in that market.
Our practice is built on three things: a senior bilingual buying team, an in-house translation and localization function we don't outsource, and a willingness to tell a client when an expansion is the wrong move. We have ended engagements early. We will do it again.
We work with three kinds of clients. The first is a U.S. or Canadian business expanding into Latin America — typically a growth-stage company that has read the addressable-market data and is ready to commit twelve to twenty-four months of investment. The second is a Latin American business expanding into the U.S. — most often through Florida or Texas, often Spanish-speaking founders who have done well at home and want to take the next step north. The third, and the most common, is a company already operating in two or three countries that has hit the point where running each market separately has stopped scaling.
What we do for all three is the same in shape and different in execution. We adapt the marketing system to the market — not the other way around. We do not translate a U.S. landing page into Spanish and call it a launch. We do not assume what worked on Meta in São Paulo will work on Meta in Buenos Aires. We do not export creative without re-testing it.
The work is more research-heavy than most agencies care to do, and slower than most clients initially expect. Our typical first 90 days is mostly learning before it is operating. We have come to think of this as the difference between an agency and a firm: a firm bills for the document, not the campaign.
Operationally, we are organized around three teams. The buying team is bilingual by default and lives in the ad accounts — Meta, Google, TikTok, LinkedIn, programmatic display. The localization team handles the writing, the cultural adaptation, the legal and regulatory check on claims that translate badly. The operations team handles CRM, attribution, and the data plumbing that separates a campaign whose performance can be trusted from one whose performance can't.
Most engagements use all three teams. A few use only one or two. The simplest engagements we run are translation and localization for a brand that already has the campaign infrastructure but doesn't have the language coverage. The most complex are full-stack expansions where we own the buying, the localization, and the measurement for a multi-market launch.
We cap the firm at eight concurrent engagements. We hold the line on that number because the work compounds; spreading attention across twelve would mean doing all twelve at the level of an agency rather than the level of a firm.
These six are the disciplines we have done long enough that the work is methodical rather than improvised. Anything outside this list, we are either honest about not being the right firm, or we bring in a partner who is.
Meta, Google, TikTok, and LinkedIn campaigns run by a bilingual buying team. The same senior buyer who reads the U.S. account also reads the Mexico account — we do not split clients across market specialists. One brand, one weekly memo, all markets.
In-house translation and localization for Spanish (Latin American and Castilian variants on request), Portuguese (Brazilian), and English. We do not run translation through an agency. The localization team works directly with the buying team, weekly.
Buyer interviews, competitive landscape, regulatory scan, channel economics. Conducted by a senior consultant in-market, in language. Output is a written market-entry memo — not a slide deck.
HubSpot, Salesforce, and warehouse-level work that makes multi-market reporting trustworthy. Attribution architecture, lead routing, currency handling, the un-glamorous data plumbing that determines whether the dashboards mean anything.
Landing pages, sales pages, and email sequences shipped in both languages by the same team. Not translated separately, not done by different vendors. The Spanish page is not a translation of the English one — it is a localized variant.
Bilingual outbound prospecting and inbound qualification for B2B clients targeting both markets. SDRs are full-time, in-house, in Hollywood. We do not subcontract this to a Manila or Mexico City BPO.
National & FL/TX/CA focus. Hispanic-market specialization. English-language B2B and DTC.
Mexico City, Monterrey, Guadalajara. Both consumer and B2B. Six years of in-market history.
São Paulo, Rio de Janeiro, Belo Horizonte. Portuguese-language buying and content. PIX-integrated funnels.
Bogotá & Medellín. Strong fit for B2B services and growth-stage e-commerce expanding from Mexico.
Buenos Aires. Periodic engagements depending on FX conditions and capital-controls outlook.
Santiago. The smallest of the primary markets, but consistent in B2B and premium DTC.
Madrid & Barcelona. Castilian Spanish, on a case-by-case basis. Not a primary focus.
Toronto & Vancouver. English-language engagements typically as an extension of U.S. work.
A full-stack engagement for a brand crossing one or more borders. Market research, localization build, campaign execution, measurement, and the cross-border CRM work that ordinarily nobody owns.
For brands that already have the campaign infrastructure and need the language coverage. Localization team works as an extension of your existing marketing function. Six-month minimum.
A fixed eight-week engagement. Buyer interviews in-market, competitive landscape, regulatory scan, written market-entry memo. The right pick when the question is "should we" rather than "how should we."