Complex delivery · Outsourced marketing leadership · Real estate
InmoYael
A €2,300 website brief that became outsourced marketing leadership for an estate agency: more than 40 pages, a CRM dependency, a staging-to-production migration and an ending I’m not going to dress up.
- Sector
- Real estate
- My role
- Outsourced marketing leadership: strategy, website, SEO, measurement and digital architecture
- Client of
- Andrés, who managed the relationship, the Zoho CRM and the design
- Status
- Finished in August 2026
Client context
InmoYael was Andrés’s client, not mine. He brought me in because improving the website was part of his CRM rollout strategy, and we worked on the brief together. I spell this out because a portfolio that blurs who did what isn’t worth much.
Problem or need
It started as a €2,300 website project. It became marketing leadership because, as soon as you ask where enquiries go once they arrive, the website stops being the whole question.
Diagnosis
An estate agency website isn’t a brochure: properties change, the CRM is the source of truth, the property search has to work with real data and everything has to survive a staging-to-production migration without losing anything.
The website was never the hard part. The hard part was that the website depended on a CRM, the CRM depended on the client and the timeline depended on both.
Proposed strategy
Treat the website as part of the sales system: SEO architecture by area and service, conversion tracking from day one and CRM integration so no enquiry got lost.
Work delivered
- More than 40 pages published, 35 URLs, 7 SEO hubs and 24 URLs with full on-page SEO [PENDING: clarify 40+ pages versus 35 URLs]
- GA4 and Google Tag Manager with conversion events set up
- Zoho integration and workflows; Zoho Flow live
- Property search with real data: 15 properties in v1 and 31 afterwards
- Staging-to-production migration on WordPress, Houzez and Elementor
- Legal pages, cookies and Consent Mode; redirects and sitemap
- Linktree rebuilt with prioritised destinations and UTM tracking
- 12 blog posts published
- 82 points of client feedback actioned
- Post-launch stabilisation and technical fixes
- 11 genuine contact submissions received through the forms implemented [PENDING: period]
The hard part. Production is where digital projects are won or lost. This one had a migration, property data that had to arrive intact, CRM dependencies outside my control, Consent Mode behaving differently in production, CDN caching hiding fixes and bugs that only existed in production. One of them was mine: a capital letter in a permalink broke a form, and it took me longer than I’d like to find it.
Tools and technologies
- WordPress
- Houzez
- Elementor
- Google Analytics 4
- Google Tag Manager
- Zoho CRM
- Zoho Flow
- Consent Mode
- Linktree with UTM
Measurable results
The client ended the relationship in August 2026, dissatisfied.
The technical work and deliverables are verifiable and listed above. What there wasn’t was a clear line between that work and measurable business results: not every dependency was in my hands, and the engagement stopped before the parts that would have produced those figures were finished. I won’t argue it in public or present it as a growth story.
Lessons learnt
Accountability in an ambiguous context and at real scale: more than 40 pages, a live CRM dependency, several parties involved, a round of 82 feedback points and a migration that had to work.
And what I’d want a client to check before hiring me: that I’ll tell them what really happened.
Have a digital project and don’t know where to start?
let’s talk.
Tell me about it and I’ll tell you honestly how I can help.