C A S E : O A X
B U S I N E S S D E V E L O P M E N T
how can an architecture studio be transformed into a regional architecture firm with identity, quality, and sustainability?
C H A L L E N G E
OAX was at a key turning point: moving from a Guatemalan architecture studio with more than 300 projects developed to becoming a consolidated regional platform. The challenge was to grow in Central America without losing its creative culture or technical reputation, while facing diverse regulatory frameworks, consolidated competition, and the need to professionalize internal structures. The goal: to design an orderly and sustainable expansion strategy, aligned with its values of human-centered design, environmental responsibility, and financial stewardship.
A P P R O A C H
The starting point was a comprehensive diagnosis of the business model and internal capabilities, identifying strengths, organizational gaps, and expansion opportunities. From this analysis, a 2026–2030 roadmap was designed, combining entry phases into new markets with the internal maturation of OAX’s structure.
Geographically, the expansion was conceived as gradual and phased, beginning with closer and less complex markets before moving into more competitive and demanding environments. The model sought to balance local presence with strategic alliances, reducing risks in the initial stages and ensuring a solid and sustainable long-term entry.
The go-to-market model was conceived as a balanced mix of inbound and outbound channels. On one hand, inbound marketing through SEO, case studies, and technical content creation based on BIM and artificial intelligence. On the other, outbound strategies through participation in sector fairs, industry associations, and commercial agents with quarterly lead and meeting targets.
In parallel, work was done to strengthen the internal organization to sustain growth. SOPs and a Quality PMO were established to standardize processes and reduce rework. A regional leadership layer was created (CEO, CFO, CTO specializing in BIM and AI), and a matrix structure was defined with specialized “studios” (Vertical, Industrial, and Corporate/Interiors), ensuring clear accountability for integrating design, planning, and engineering.
The plan also included the institutionalization of OAX’s culture as a differentiating factor, reinforcing its regional identity with a narrative of “architecture with purpose from Central America.” In addition, pilot projects were planned in each country to validate the commercial, regulatory, and operational feasibility of the strategy, along with the activation of institutional relationships with construction chambers, architects’ associations, and developers to strengthen presence in new markets.
R E S U L T S
OAX now has a clear roadmap to consolidate its position in Guatemala and expand in an orderly way across Central America. The plan projects that El Salvador could represent up to 40% of regional sales by year 5, with estimated revenues of USD 1M, while new markets such as Costa Rica and Panama will contribute diversification through strategic alliances. Beyond financial metrics, OAX has institutionalized its operations with standardized processes, a strengthened regional identity, and a governance model that will allow it to become a benchmark in contemporary and sustainable architecture in the region.
industries
#arquitecture #infrastructure
solutions
#business development #stategy development #sustainability
related
#infrastructure #sustainability
“scaling with purpose: OAX’s strategy to balance creativity, sustainability and regional growth”
“This project gave us a clear roadmap to grow regionally while strengthening our identity, culture, and long-term sustainability.”
Miguel Yon
Executive Director & CEO, OAX