LYNX is a fast-growing international online brokerage with marketing teams in multiple countries. Each local market had developed its own marketing setup — different roles, different processes, different priorities.

As the company expanded, one central question emerged:

“How should the International HQ and local marketing teams divide their work to become more effective — globally and locally?”

To answer this, the HQ began working with an external consultant who brought teamdecoder into the process.

The organisation faced a familiar challenge in fast-scaling companies:

1. Each country had built its own marketing approach

Different roles, different workflows, different interpretations of what “marketing” meant.

2. The HQ had no unified model to guide international collaboration

Key questions remained unanswered:

• Which tasks should HQ lead?

• Which tasks belong to local teams?

• Where does local specialisation make sense?

• Do all countries need the same roles?

• What can be centralised for efficiency?

• Where should countries remain flexible?

3. Excel and PowerPoint were overwhelmed

The complexity of the international structure made it impossible to capture the whole picture in conventional tools.

That’s where teamdecoder came in.

To create a clear international marketing model that:

• distributes responsibilities between HQ and countries,

• defines roles centrally and locally,

• avoids duplication,

• captures the organisation’s full complexity,

• and provides transparency for everyone involved.

The goal was not to standardise everything — but to design the smartest balance between central guidance and local freedom.

Step 1: Mapping the entire marketing universe

Together with the International Marketing Director, the process began on a huge whiteboard:

• Brand & Strategy

• Content & Creative

• Performance Marketing

• SEO / SEM

• Media Buying

• Data & Insights

• Conversion & CRO

• Local Campaigning

• International Enablement

You captured:

• what already existed,

• what was fragmented,

• what was missing,

• where inefficiencies occurred,

• where guidance was needed,

• where collaboration potential lay.

For the first time, the entire marketing ecosystem became visible.

Step 2: Building the first international structure

From this big-picture mapping emerged the first draft of:

• roles,

• responsibilities,

• collaboration lines,

• central vs. local ownership,

• areas of specialisation,

• required skill sets.

It was the first clear model of how LYNX Marketing could function internationally.

Step 3: Bringing the model into teamdecoder

In the next workshop, the model was transferred into teamdecoder:

• roles were defined and grouped,

• responsibilities assigned,

• overlaps identified,

• gaps highlighted,

• central vs. local tasks clarified.

teamdecoder turned a whiteboard concept into a structured, operational model.

Step 4: Co-developing and refining the structure

In another iteration workshop, the HQ team refined the structure further:

• merging roles where it made sense,

• splitting roles where needed,

• adjusting responsibilities,

• clarifying cross-country collaboration,

• strengthening the global process logic.

This iterative process was the real transformation. There was no single „Klick“-Moment — but a steady gaining of clarity, workshop by workshop.

Step 5: Presenting the model to all Country Marketing Leads

Finally, the new structure was presented internationally.

With teamdecoder, the countries could:

• see all roles and responsibilities,

• understand HQ’s expectations,

• evaluate how their own teams fit into the picture,

• give feedback,

• and see where they had freedom to act locally.

For the first time, HQ and countries shared the same mental model of how marketing works at LYNX.

The International Marketing Director gained full clarity

He now had a structure that:

• creates a better reality,

• supports growth,

• assigns responsibilities clearly,

• balances centralisation and localisation,

• and can be rolled out globally.

2. The countries received transparency instead of top-down instructions

Each local team could:

• understand the structure,

• locate their own roles,

• give feedback,

• ask questions,

• and adapt locally.

This created alignment, not resistance.

3. The structure could be iterated, optimised, and rolled out

Thanks to the clarity from teamdecoder, LYNX could:

• refine roles much faster,

• avoid unnecessary duplication across countries,

• centralise where useful,

• empower where necessary,

• and run a scalable international marketing organisation.

One of the most important product innovations that emerged from the LYNX project was the creation of the Co-Admin System in teamdecoder.

As the international structure took form, it became clear that:

• Country Marketing Leads needed direct visibility into the global model,

• They needed access to their own roles and responsibilities,

• They needed to review, comment and refine their local part of the structure,

• HQ needed a way to share responsibility without losing governance.

This requirement didn’t exist in teamdecoder before the LYNX project.

What happened then:

Together with LYNX, you developed:

• a Co-Admin role for country leads,

• permissions that allow local teams to view the full international structure,

• editing capabilities for their own areas,
  
  

This capability became essential not just for LYNX —
but for all future teamdecoder clients with distributed or international teams.

👉 The LYNX project was instrumental in evolving teamdecoder into a multi-level, collaborative organisational system.