Tourism, travel tech, corporate travel, and events · B2C and B2B
Grupo Kontik: Bruno Gomes as CMO across four tourism and events businesses
Quick answer
From 2021 to 2026, Bruno Gomes served as CMO of Grupo Kontik, leading marketing, growth, and RevOps across four businesses with distinctly different audiences and sales cycles: Zupper, Kontrip, Kontik Business Travel, and Inovents. Under his leadership, marketing channel share of bookings surged from 3.8% to 36.5%.
Role overview
| Company | Grupo Kontik, a multi-billion-revenue holding company and one of Brazil's top five tourism groups |
|---|---|
| Businesses | Zupper Viagens (OTA), Kontrip Viagens (travel tech), Kontik Business Travel (corporate travel), and Inovents (corporate events and incentives) |
| Business model | B2C and B2B |
| Role | CMO at Grupo Kontik (2021 to 2026) · Responsibilities: strategy, teams, budgets, processes, and performance across marketing, growth, and RevOps for all four businesses |
| Leadership capabilities | Executive leadership, branding, social & content, growth & revenue, CRM & data, automation |
The challenge
Four companies, ranging from individual travelers booking flights on mobile to enterprise accounts contracting incentive events, required a marketing organization built from the ground up: team, processes, tech stack, agency partners, and strategy. The existing team was talented, but consumed by roughly 400 ad hoc requests a month.
The turning point
Treating the group as a single operation without treating four distinct customer journeys as one funnel. Management was unified; go-to-market strategies remained business-specific.
What BG led
- 01
As CMO, Bruno Gomes architected the group's marketing structure: an in-house team focused on strategy and leadership, operational execution delivered through specialized partners, weekly operating rhythms, and shared KPIs.
- 02
Zupper: full digital overhaul, covering performance, growth, revenue, CRM, data, events, partnerships, and influencer marketing.
- 03
Kontrip: the same operational foundation, paired with inbound marketing and inbound sales, plus bringing on Alfredo Soares as brand ambassador.
- 04
Inovents and Kontik Business Travel: positioning, ABM, events, branding, CRM, and sales process engineering for enterprise accounts.
- 05
HubSpot automation and process redesign bridging Marketing and Sales.
- 06
New positioning, naming, and creator partnerships across the group's brands.
Results
3.8% → 36.5%
marketing channel share of total bookings
-20%
in customer acquisition cost (CAC)
US$ 500,000 per year
in operational savings through automation and streamlined processes
40,000 → 310,000
social media followers (+675%)
By business: Zupper delivered +600% revenue from owned channels in 30 months (ROAS above 25, while third-party dependency dropped from 96% to 63%); Kontrip generated 40K+ qualified SMB leads and 7K+ new buyers; Inovents built an R$ 18 million (BRL) qualified pipeline in 5 months. Each brand represents its own dedicated case study.
What this case teaches
A shared operation gains strength when it unifies governance while respecting what makes each customer distinct.
Frequently asked questions
- What was Bruno Gomes's role at Grupo Kontik?
- He served as Group CMO from 2021 to 2026, leading marketing, growth, and RevOps across four businesses, aligning teams, processes, budgets, and shared KPIs.
- Can a single marketing organization serve both B2C and B2B businesses?
- Yes, provided management, processes, and data platforms are shared while audience-specific strategies remain distinct.
- How long did it take to see results?
- Gains materialized in stages: infrastructure and operational processes first, followed by growth acceleration. Zupper's performance gains, for example, were measured over a 30-month period.
Results from Bruno Gomes's work as CMO of Grupo Kontik (2021 to 2026).