Case study · Bament Group · 2016–24 · Head of Product & Product Marketing

Bament was never supposed to become a marketing company. It started as a bridge, and turned into the laboratory.

Eight years. A record label, a luxury gallery, a $30M real-estate portfolio, and founders from coffee to manufacturing asking the same question. On paper it looked like a collection of unrelated careers. Living through it, it felt like solving the same problem over and over.

What it wasBament Group, an embedded product strategy and go-to-market consultancy. Houston and New York. Sep 2016 to Dec 2024.

How it ranLong-term engagements I ran from inside the business, as staff, not as a vendor. A cross-functional team of about eight: marketers, designers, developers, operators.

What I didManaged artists, built brands, ran marketing, led digital, ran operations, oversaw financials, directed teams. Not in that order, often at once.

This run · 2016–24"Bament wasn't the destination. It was the laboratory." The place the discipline got practiced before it had a name.

Jerry OS · nowCustomer understanding, positioning, launches, cross-functional leadership, systems. Everything Bament taught finally has a name. The last station says what carried forward.

The bridge · listen

The artists found me first. They weren't looking for someone to release songs.

After leaving New York and returning to Texas, I was helping prepare my family's construction business for acquisition while trying to keep the career I'd built in music technology. I had already negotiated my own label imprint. The artists who came weren't looking for releases; they were looking for someone who understood how to build careers. So I started where I knew best: launched records, managed artists, negotiated partnerships, developed brands.

"Success isn't built by creating more products. It's built by creating something people understand, trust, and want to belong to."The belief that has followed the whole career, in my words

What I was telling artists, before creator branding was a phrase

Think beyond albums and singles. The music is the product; your identity is the brand. That's a positioning conversation. I didn't call it one yet.

One problem · judgment

Founders from completely different industries started asking for help, and every conversation started the same way.

A coffee company, a luxury gallery, real-estate investors, technology businesses, manufacturers, retail. "We've seen what you're doing. Could you help us?" At first every engagement felt unrelated. Eventually the pattern was impossible to miss.

What they asked forMore marketing.

More campaigns, more content, more channels. The request in every industry.

What they neededClarity. Positioning. Someone who could understand customers, simplify complexity, organize ideas, and build systems that helped businesses grow.

The industries were different. The work wasn't.

House 2106 · a run · 2021–23

One storefront in Montrose became, by Bament's own account, a 10,000-plus-item online catalog, and every SKU got repriced off the competition.

House 2106 was a high-end fine-art and antiques gallery in Houston. I ran it from inside as its head of operations and product, for about two and a half years, alongside Bament. The move was to treat a retail location as a product: competitive analysis reset price and packaging on every SKU, and alongside it customer research, merchandising, SEO, and a platform redesign turned one location into a virtual shopping experience of more than 10,000 items — POS and inventory tooling for 2,000+ SKUs, a Matterport virtual tour of the gallery, an AI shopping assistant, and 1stDibs as the national distribution channel.

Inside House 2106: a purple velvet settee under a wall of framed art and a hand-lettered Magic banner, a trunk draped in a kilim, a low wooden table on a gold rug. — **The room**House 2106, Houston. Photograph from the gallery's own public Facebook page.

The order mattered. A financial analysis first, to find which customers were worth reaching and whether a virtual gallery would pay for itself. Then the Matterport walkthrough, so a buyer anywhere could stand in the room. Then the UX and search work so they could find it, and campaigns run off what Google Analytics said was working. That is the sequence I wrote down at the time, and it is the same sequence every launch since has followed: understand the customer, build the thing they can inspect, then make it findable.

Walk the galleryThe Matterport tour of 2106 Waugh Drive is still live: the gallery in 3D, as a buyer saw it online. It opens in a different room from the photograph above.

Open the tour →

1 → 10,000+From a single retail location to a 10,000+ item online catalog.Bament's published site · self-reported
+70% · +50% · +35%Engagement, revenue, and user growth over the engagement.Bament's own published figures. Not independently audited, and labeled that way here.Self-reported
Every SKUPrice and packaging reset from competitive analysis.Résumé record

The channels and the rhythm

The storefront on Waugh Drive, house2106.com, the gallery's Facebook and Instagram, phone and email. Seasonal campaigns on the retail calendar. The engagement wound down on a normal consulting lifecycle in 2023–24.

In The Loop Properties · a run

Alongside it, the owner's commercial real-estate portfolio: general manager and interim CFO of $30M across fifteen properties.

Commercial buildings, apartments and strip centers. Operations, property, financial oversight, employees, vendors, growth. I ran the books myself, owned financial planning and the owner and investor reporting, cut expenses by fifteen percent, and held occupancy at 95% throughout. It never had a website, so there is nothing to link; the record is my résumé and Bament's own site. It is the least product-marketing-shaped thing on this page and it taught the most about what a number has to survive before it goes in front of an owner.

$30M · 15Portfolio value and property count under management.Résumé record
−15%Expense reduction across the portfolio.Résumé record
95%Occupancy maintained throughout.Bament's published site · self-reported
Interim CFOFinancial reporting, forecasting, vendor management, owner and investor reporting.Bament's published site · résumé record

The label, the projects and the team

Underneath the engagements, a record label, a run of creative projects, and an eight-person team.

B.A.M. Recordings, my own imprint, distributed through Warner on my own account, put out more than a hundred products and passed two million streams. Around it, Bament's own creative work: a series of music videos, a branded video game, and a music NFT project, built with artists, developers and the marketing team, and run as launches with dates, campaigns and a number to hit. The team that made all of it run, about eight marketers, designers, developers and operators, I built and led across engagements. I say "built the team," not "managed employees," because that is what it was.

1MViews across the music-video series.My own figure. The 2024 version of my portfolio said "over 5 million"; I corrected it to one million when this page was rebuilt, because that is the number I can stand behind.My account · corrected
ChartedArtists placed on Billboard, Apple Music and Spotify charts during the label years.My account
100+ · 2MProducts released and streams passed, B.A.M. Recordings.Résumé record

The label's and the projects' figures, and the Warner distribution relationship, are my own record and are not independently confirmed; they're stated as such, and one figure was revised down.

Discovery · learn

Without realizing it, I had been practicing product marketing for years. I just hadn't called it that yet.

What I enjoyed most was never running companies, real estate, galleries, or even the label. It was understanding customers, shaping products, creating positioning, launching ideas, and helping organizations communicate value. When the founding product marketing role at Modus Create arrived, it wasn't a career change. It was a career discovery.

"Industries change, products change, technologies change. The work doesn't. Great products still require understanding people. Clear positioning still wins. Execution still matters."In my words

Carried forward · lineage

What eight years in the laboratory put into the system.

PositioningNobody needs more marketing. They need clarity about what they are and why someone should care. Every room starts from what's true for that reason.
Customer InsightEvery business needed a customer understood before anything else changed. The gallery was repriced off the market, not off preference.
Go-to-MarketLaunches across music, retail, luxury, real estate and technology. Different industries, one motion.
Jerry OSA number that goes in front of an owner has to survive before it ships. The verification gate in the Ramp run is that habit, formalized.

Evidence

What here is verified, and what is my own account.

Roles and dates are from my public record. House 2106's 10,000-plus-item catalog, its 70/50/35% growth figures, and its Matterport/AI-assistant/1stDibs mechanisms are Bament's own published claims, not independently audited; the web archive corroborates only that house2106.com existed and sold fine art, antiques, furniture and accessories, not the count. The Matterport tour linked above is the actual artifact, still live; the photograph is from the gallery's own public Facebook page. The sequence of the House 2106 work is taken from the case study I published on my own site in 2024. The $30M/15-property figures are from my résumé record and my direct account; the 95% occupancy figure is Bament's own published claim. The label's and creative-project figures are self-reported, and the music-video figure was revised down from the 2024 version. Client work under confidentiality is not named. No employer-owned artifacts are shown; the photograph and the tour are the gallery's own public material. Nothing is estimated or invented; where something is my word alone, it says so.