Aligning Brand, Member Experience, and Growth Across Silos
This hypothetical, illustrative scenario for regulated growth environments reflects how I approach leadership decisions.
Engagement begins with understanding the client’s team, constraints, and priorities, then translating that perspective into a practical, right-sized execution plan.
This scenario reflects patterns observed across 20+ years in financial services leadership, including SVP-level experience at credit unions managing $4B+ in assets.
Primary Focus:
Metrics & Roles
Roles: CEO, CXO
Metric Focus: Strategic Alignment, Growth & Acquisition, Customer Experience
Scenario Value:
Brand, growth, and experience are often discussed separately, even though they are deeply interconnected. This scenario illustrates how senior marketing leadership might align these priorities across leadership functions.
Context:
Leadership teams broadly agree on institutional goals, yet execution feels fragmented. Brand initiatives, growth efforts, and experience improvements progress in parallel rather than in concert.
Marketing is often asked to reconcile these threads.
The Leadership Consideration
Misalignment rarely stems from disagreement. More often, it reflects fragmented ownership and competing incentives.
Marketing is uniquely positioned to integrate these perspectives.
The Leadership Question
- How can brand, growth, and experience be aligned into a coherent leadership narrative?
- What role should marketing play in integration?
- How can priorities be sequenced rather than stacked?
- How does alignment show up in day-to-day decisions?
Hypothetical Operating Approach
If engaged, a senior marketing leader would focus on shared framing.
Establish a unifying narrative.
Brand, growth, and experience would be positioned as reinforcing elements of the same institutional strategy.
Align initiatives to that narrative.
Marketing would help ensure new efforts support multiple objectives rather than creating tension between them.
Reinforce alignment through communication.
Leadership updates and reporting would consistently reflect the integrated view.
Operational Impact
Operating Considerations
- Cross-functional ownership
- Competing success metrics
- Internal communication norms
- Change management sensitivity
Representative Impact Areas
Applied effectively, this approach could reasonably support:
- Greater strategic coherence
- Fewer conflicting initiatives
- Clearer leadership alignment
- Stronger institutional consistency across channels
Testimonials
★ ★ ★ ★ ☆
Eric is a passionate marketer and digital expert who shines in financial services. He’s a natural collaborator full of smart, innovative ideas—a combination of creativity and execution that’s hard to find. He’s the strategic partner who can execute effectively and elevate the people around him.
Chief Experience Officer
What sets Eric apart is his ability to connect the dots between technology, user experience, and business impact. He makes innovation happen by optimizing workflows, championing a customer-first mindset, and leading high-performing teams.
Senior Digital Marketing Manager
What truly stands out about Eric is his exceptional leadership in guiding [a] team through forward-thinking initiatives that drive impactful results. He is a respectful and visionary thought leader who consistently identifies opportunities for immediate success and long-term growth and sustainability.
Senior Product Marketing Director