Dive Friends Bonaire has been a leading force in Bonaire’s diving industry for many years. During the COVID-19 pandemic, the company acquired several dive operations across the island, ultimately capturing approximately 70% of the local diving market.
This rapid growth created the perception that marketing was no longer a priority. However, as market conditions evolved, it became clear that a more structured approach was needed. After several years of working with freelancers and part-time marketers, the company recognized the need to establish a dedicated marketing department capable of supporting future growth.
In November 2024, I joined Dive Friends Bonaire to assess the current state of marketing, identify opportunities and challenges, develop a new strategic direction, and build a sustainable foundation for long-term growth.
In addition to its dive operations, the company had also acquired three retail shops and grown to a team of 70 FTE staff, further increasing the need for a structured, scalable and sustainable marketing approach.
As Marketing Director and a member of the leadership team, I oversee the marketing strategy for Dive Friends Bonaire and its affiliated retail brands, including REEF, ARENA, and The Beach Shop.
My responsibilities include leading marketing strategy across both the tourism and retail divisions, developing annual marketing plans and budgets, managing internal and external stakeholders, and driving strategic initiatives across the organization.
In addition, I directed the rebranding and relaunch of ARENA and The Beach Shop, developed white-label dive shop concepts in collaboration with accommodation partners, led go-to-market strategies for new products and services, and represented the company at international dive and tourism trade shows.
My first priority was to conduct a comprehensive assessment of the organization’s marketing ecosystem. This included evaluating existing strategies, budgets, channels, agencies, online and offline advertising efforts, local and international partnerships, OTA relationships, and the brand experience across all seven Dive Friends locations.
Based on these findings, I developed a new marketing strategy focused on sustainable growth. This involved reallocating existing budgets, restructuring partnerships, expanding the team, improving internal processes, and implementing a more integrated way of working across all brands and touchpoints.
The objective was not only to improve marketing performance, but also to create a scalable system capable of supporting the company’s future ambitions.
Some measurable results we have accomplished between 2024 and 2026.
One of the impacts of no clear leadership on marketing and communication was a big variety of lower-end and DIY content across various channels and no clear strategy in where, what kind of content and communication styles were being executed. Which resulted in sloppy and inconsistent brand identity.
In the diving industry there is a lot of value in showing real UGC content on organic channels, taking your audience on a 'virtual dive' and showing them local marine life, intruiging them to come diving in Bonaire. At the same time, for paid advertising, communication on websites and partner channels, there is lots of value in high quality visual content.
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A few years ago, a completely new diving system took the industry by storm. With both early adopters loving the innovation and the seasoned divers questioning everything about it, it was a very interesting few years to develop a strategy to market the Avelo System.
As the first dive shop in the world offering the courses and renting the equipment we we are at the forefront of diving innovation, changing the way the world is diving. And thus figuring out on the go what th best way is to market this product.
After establishing the audience and their interest in Bonaire and Avelo, i created the Avelo Experience. One all-inclusive week of diving innovation.
Read more about The Avelo Experience here.
Our partnership with Delfins Beach Resort, Tapestry Collection by Hilton, has proven to be highly valuable for both organizations. From the outset, our shared objective has been clear: to create the best possible experience and value for guests during their stay on Bonaire.
Throughout 2025 and into 2026, we strengthened this relationship by developing tailored dive packages specifically for Delfins guests. Together, we introduced elevated service levels and concierge-style diving experiences designed to seamlessly integrate with the resort's premium hospitality offering.
With a strong focus on the North American market, these initiatives were created to enhance the guest experience, increase participation in diving activities, and further position both brands as leaders in Bonaire's tourism industry.
In addition to the initiatives highlighted throughout this case study, I contributed to a range of cross-functional projects aimed at strengthening the organization's long-term performance and scalability:
- Conducted an in-depth website, analytics, and tracking audit, followed by the implementation of key optimizations.
- Reviewed and mapped the entire customer journey, adjusting campaign strategies and touchpoints where necessary.
- Developed sustainable systems and reporting structures to improve business intelligence and decision-making.
- Redefined the company culture and translated it into tangible initiatives across the organization.
- Updated and optimized operational processes that had remained unchanged for years despite evolving business needs.
- Contributed to a company-wide restructuring initiative to better align teams, responsibilities, and future growth objectives.
These projects extended beyond the scope of marketing and contributed to the broader transformation of Dive Friends Bonaire as a scalable and future-focused organization.
Partnership StrategyWith a network of more than 15 accommodation, transportation, and travel partners, it was time to redefine our partner proposition and strengthen existing relationships. The renewed proposition enabled us to deepen collaborations with long-standing partners while creating new opportunities with accommodations across the island, allowing us to reach divers beyond the two dedicated dive resorts on Bonaire.
Through ongoing market analysis and conversations at international dive and tourism trade shows, we identified a clear shift in traveler behavior. Increasingly, visitors were choosing private vacation rentals through platforms such as Airbnb, VRBO, and local accommodation providers instead of traditional resorts.
This trend revealed an underserved segment within the market. By developing partnerships tailored to smaller accommodations and vacation rental providers, we were able to expand our reach, create new distribution channels, and connect with a growing audience of independent travelers seeking premium diving experiences on Bonaire.