A Multi-Brand Home Improvement Company, New Mexico is not a conventional startup story. The founder had spent more than 30 years building one of New Mexico's most recognized home improvement companies, a market leader whose name graced the UNM basketball arena for years. In late 2020, after the COVID pandemic, he sold the company to a private equity firm. What followed was a cautionary tale. The private equity firm retained the reputation and the namesake but drained what had been built over three decades. On October 30, 2025, the firm filed for Chapter 7 bankruptcy and closed its doors abruptly, leaving employees, vendors, and customers with no warning. The original founder did not wait. On November 2, 2025, he started over. Same product categories. Same framework. Same decades of industry knowledge, vendor relationships, and market presence that had made the original company a 30-year leader in New Mexico. But because the original company name and all its assets were tied up in the bankruptcy proceedings, he had to build under a new name. Romie Martinez joined as Marketing Manager on November 20, 2025, eighteen days after the company opened its doors. The portfolio spanned two operational divisions. Home improvement canvassing products: Stucco, Patio Covers, Pergolas, Bath Remodel, Turf, Carports, and Sunrooms. These were managed through two CRM systems, bathroom remodels through Builder's Prime, and all remaining products through Lead Perfection, and one shared call center. The Marketing Manager role began on day one, with an immediate and expanding scope of responsibility that grew to include:

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• Overseeing call center operations from day one and hiring seven additional call center agents and managers to build out the team

• Taking on daily operational oversight of a five-person canvassing team within the first 30 days

• Working directly with the company's advertising agency and overseeing all advertising functions including print, radio, and television

• Managing both the external agency relationship and the internal team executing those campaigns

• Vetting new lead generation companies for all product lines and territories, managing and tracking over 75 combined lead generation vendor KPIs, and monitoring each vendor's cost of marketing individually

• Tracking KPIs across both CRM systems simultaneously

• Monitoring showroom traffic, advertising performance, and promotional results across both showroom locations

 

All of this was executed as the sole full-time marketing professional on staff, supported by one part-time contracted graphic designer and an advertising agency handling the buying of TV, radio, and streaming spots. There was no marketing department. No assistant. No admin. Not a single SOP built for the Callcenter, Showroom, Marketing Department, or Canvassing department when. Romie quickly got to work building those SOP's. There was one person, a part-time contractor, and an outside agency. The scope described above was carried entirely by Romie in that structure for six months reporting directly to the owner and COO.