I'm Pranav Malotraa, a marketing manager. For nine years I've worked with brands that operate in many places at once — franchise networks, hotel groups, and multi-campus colleges — across both Canadian coasts and two countries.
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Every brand I've marketed had the same problem: one brand, many locations, and a different market in each one.
Hotel groups in India. A restaurant chain scaling from 50 to 100 stores across Canada. A franchise network of 40+ operators. A college marketing to catchment areas across British Columbia.
The industries changed. The problem didn't — national consistency pulling against local relevance, with operators in the middle who have to actually run the thing. That isn't solved by one good campaign. It's solved by the system behind it: positioning, budget, content, reporting, and execution discipline that hold up in places you can't personally stand in.
My work is building that system, and then proving it moved something. Not a campaign that ran. A number that changed.
I look for the simplest version of a message, system, or campaign that can travel further, land faster, and create more useful action.
I look for the few levers — channels, messages, audiences, or processes — that create disproportionate outcomes, and I cut the rest.
In franchise and hospitality the reflex is discounting. A promotion moves a week and takes something from the brand to do it. I'd rather build the things that keep working after the campaign ends.
Clearer paths from attention to action to revenue: campaigns, funnels, web journeys, follow-up structures, and sales conversations — plus the reporting to see where they break.
Strategy turned into launched work across paid media, web, email, PR, events, OOH, print, social, and vendor management. On timelines that hold across multiple locations at once.
Reporting, dashboards, calendars, and documented workflows that let teams move without asking what's happening — and give leadership decision-ready updates rather than activity summaries.
Leading a team of nine across six functions — digital, content, design, social, events, and campaign execution. And getting adoption from people who don't report to me: franchise operators, regional stakeholders, vendors, and senior leadership.
I co-founded two agencies and spent my early career selling, positioning, and executing under real constraints. The work put me in front of hotel groups — Marriott, Radisson, Hyatt, Four Seasons — where a single property sells rooms, halls, bars, restaurants, and catering, each with its own customer and its own season. One brand, five businesses, in every location. That set the pattern for everything after it.
At a restaurant group expanding from 50 to 100 locations across every Canadian province, I learned what marketing has to survive at scale: promotions landing in a hundred places at once, twenty-plus stakeholders per rollout, and operations that break the moment a plan assumes everyone is identical.
In franchise marketing, the people executing your work don't report to you. Forty-plus operators run their own businesses and choose whether to use what you build. That taught me to turn repeatable problems into tools, guides, and checklists people actually pick up — because nothing ships otherwise.
Moving to British Columbia, I stepped into leadership: managing a team across digital, content, design, social, events, and campaign execution, holding the annual marketing budget, and reporting directly to senior leadership. Same underlying problem — one brand, multiple campuses, distinct local markets — with the mandate to solve it properly.
Coordinated promotional rollouts across a 100-store national footprint, working with 20+ internal and franchise stakeholders to keep marketing, operations, and timelines aligned. Restructured 15+ marketing operations during the expansion.
Built 12 standardized local-store marketing tools and authored a Local Store Marketing Guide that let franchisees run 14 campaigns independently — cutting new-store onboarding time by half and reducing reliance on head office.
Directed grand-opening strategy for 10+ stores, built around a 100-point checklist and strategy guide. Average opening-day sales came in 20% higher.
Restructured a $2M annual budget across digital, PR, OOH, events, creative production, and campaign operations. The work wasn't trimming — it was deciding which channels had stopped earning their place, and moving the money toward the ones that hadn't.
Reworked site structure, content depth, SEO, and conversion pathways. Conversion rate up 7%, cost per conversion down 15%, average time on page up 10%, and organic traffic up alongside it.
At my agency, revenue doubled across consecutive quarters after I rebuilt the pitch, the presentation, and the contract structure — based on what client survey analysis said was actually going wrong. Cross-promotion partnerships with non-competing businesses brought in one client in four. The client base included Marriott, Radisson, Hyatt, Best Western, Hard Rock, and Four Seasons.
Opened access to 50,000+ students through partnerships with five universities, and secured $30K+ in early catering contracts by positioning the brand as a local partner rather than a cheaper option. Also developed a brand-level campaign concept designed to scale across cities by spotlighting community figures — a reason to be talked about that didn't depend on a promotion.
I led brand visibility and campaign communications around Western Community College's flagship campus opening in Surrey's Health & Technology District.
I directed the campaign concept and the media partnership behind this feature — turning aviation training into something a prospective student could picture themselves doing.
I built the grand-opening marketing playbook used across Shelby's new market launches, including this expansion into Newmarket.
I coordinated this campaign's rollout across 100 locations, working with 20+ internal and franchise stakeholders to land it everywhere at once.
For professional conversations, collaborations, or relevant opportunities, reach out here.
I work in writing. Briefs, campaign trackers, documented workflows, weekly summaries, and reporting dashboards are how I keep work moving across teams and locations that don't share a room — and they're the reason the systems outlast me. Most of what I'm brought in to do starts as scattered inputs and competing priorities, and ends as something a team can execute without checking back constantly.