Natalie Swan Email & Phone Number

Look, you’ve got too much going on to read paragraphs of “I’m a data-driven strategist, blah blah blah,” so let’s get to it.You want to know if I can help you grow.Here’s what I’ve done for B2B company leaders like you:CLIENT SUCCESS STORYChallenges Unclear where to invest in marketing.No marketing expertise to guide the plan and ensure high-level execution.No differentiation in a crowded market. What We DidStep 1: Conducted research to understand what mattered to customers and why.Step 2: Used insights to define the brand strategy, positioning, differentiators, and benefits.Step 3: Revamped current marketing channels to improve results.Step 4: Built a repeatable plan to execute lead generation initiatives quickly.Step 5: Reported monthly numbers to leadership to track success.Results214% increase in quality leads YoY from a key marketing channel.165% increase in quality leads YoY from a 2nd key marketing channel.72% YoY increase in email list size made up of ideal prospects.If you want to be the next success story, DM me STRATEGY for next steps.

Castle Rock, Colorado, Us

Oakton, Virginia, Us

A tale as old as time - the prickly stakeholder who supported a key client account. And who I needed on my side (but *CLEARLY* wasn’t).We were on the wrong foot from the first step.It only made matters worse when I began building a stronger relationship with the client.This stakeholder did solid work, but there was room for improvement.My goal was to be a great strategic partner to the client & get the outcome they wanted.So, I shared ideas on how to make things better,But the other stakeholder didn't like that.That's when I decided to call the client:“This isn’t working - the pushback is slowing us down, and you should know the issues so we can figure out how to fix them.”The client agreed and acknowledged the friction.After all, we were all trying to do the same thing - so what would it take for us to start acting like it?That's how I ended up leading a strategic planning session with the client, the stakeholders, and their team.We brainstormed, analyzed, gave open & honest feedback, and came up with a plan forward.Everyone was bought in and understood their roles. The result?The client saw their goals accomplished without worrying about the day-to-day or nitty gritty, because the team ran as a well-oiled machine.The stakeholder transformed into an aligned partner.I won deep trust.Why should you care?Rumor has it that marketing & sales are at odds in B2B more often than not.This can suck — because they are two sides of the same coin and should work together.The only way to scale a B2B business is to align them:Build a plan together.Execute together.Win together.

Let me tell you about the stupidest thing I did as a marketer. And how it resulted in over 50% growth for two brands within a year.As Brand Manager, I led brand and marketing strategy for two festivals.This included:➡️ Developing the brand & marketing strategy➡️ Building an integrated campaign➡️ Collaborating with a 25-person cross-functional team➡️ Allocating budget➡️ Analyzing and reporting sales trend data, and➡️ Managing marketing execution with stakeholders and external partnersThe company had recently acquired one of the brands I managed.We decided to do a full brand revamp (even though this festival had a cult following and had been around for 15+ years).Can you see where this is going?The loyal fans hated it. The *big city* company from Chicago didn't get their brand of shenanigans.It flopped, but that wasn’t all:It pissed the most loyal fans off.The next year, we went back to the old branding with minor changes.In addition, I analyzed sales trends of thousands of tickets. This led to better pricing structures and campaigns.I revised the key messaging & worked with creative, operations, and customer service to deliver a consistent story.We highlighted the elements of the brand that the fans cared most about.Each week, I created and presented sales reports to the executive team. Finance and operations needed updated projections and trends for accurate budgeting and planning.The festival sales increased by 50% that year, exceeding internal sales goals by 38%.A key takeaway from this: new and shiny doesn't mean better.Even with smart people in the room, mistakes happen.Listen to your customers.Understand your value proposition.Cater to your biggest fans, and it will pay off.The following year, we rebranded the other festival I managed.This rebrand matched what customers wanted (what a concept, lol).As a result, the event sold the most tickets in its history and became Chicago's largest beer festival.

How would you feel if you had one week to launch a music festival brand from scratch and go to market?Storytime 👇One day, the VP of Marketing came to me and said:"Natalie, you have a new project. We're launching a major music festival and putting tickets on sale in one week."Holy sh*t.There was no brand name.There was no logo.There were no bands (pretty critical to selling festival tickets).No event information (also needed to sell tickets).No website.No marketing content.No marketing plan.Zero marketing assets or ad placements.The only thing we had was one heck of a scrappy, get-it-done-no-matter-what team.The first step: I worked with the executive team to build the brand strategy.We created the personality, the value proposition, and the key messaging.There was not much time, so I quickly:→ Developed marketing objectives→ Established internal communication needs→ Delegated research tasks→ Allocated the budget→ Selected marketing channels and→ Managed content creation to ensure on-time and cohesive assets.The designers created an aesthetic, logo, website, and assets based on the direction.The talent team got headliners and bands.There was a lot of drafting, iterating, discussing, arguing and improving,But in one week, we launched the festival and sold 20,000+ tickets that year.That week, I learned that magic happens when everyone works towards the same goal.When a team understands what they're building and why - the (very hard) work becomes doable.In addition to this project, I planned and managed launches for seven new brands that year.This is why strategy, process, collaboration, and organization are part of every marketing engagement I lead.You cannot be effective without it.With it, you'll be shocked at what's possible.

Getting my marketing chops at a FAST growing company with *viral* brands (before that was a thing) was a ride.As the Senior Marketing Manager, I learned a lot about marketing tactics. I also learned how marketing should support an organization’s overall goals.I wrote ad copy, managed messaging, tracked budgets, and optimized campaigns.Starting my marketing career in events was an ENORMOUS advantage. I saw early that marketing doesn’t live in a silo.For our campaigns to make money and drive brand loyalty, we needed to collaborate internally.If marketing sends an email blast to hundreds of thousands of people, what does the website say? Does it match?If we’re doing a price increase to drive sales, is customer experience ready for the influx of calls?If we launch a giveaway campaign, how will we work with on-site ops to fulfill it?I’m so glad I saw how marketing serves other functions of a company.It means nothing without the teamwork of everyone it affects.When the whole company understands and supports the marketing strategy, it becomes exponentially more powerful.

Denver, Colorado, Us

Talk about starting your career working with an iconic brand.I was a Brand Ambassador for JanSport on my college campus. I'll credit this experience with launching my marketing career. Between planning a fashion show, passing out more swag than I knew what to do with, to ending up on the front page of the student newspaper, my ambassador partner and I got things done.It all culminated at a fundraising event for a non-profit organization.We decided it'd be best if we worked with another on-campus group to get more people there so we could raise more money.*the marketing strategist was born*We hosted a huge party, and hundreds of people showed up because of our partnership and networks. We raised the most money of any ambassador pair (it was a national program). As a result, we won the competition for best internship performance.From then on, I knew I loved marketing, I knew I loved great brands, and I knew I could make really cool things happen.

Centennial, Colorado, Us

Wow. You’re still here!All I have to say about this role is if you think business is tricky, try leading - WHILE LIVING WITH - 100+ of your best friends.It was so much fun while also being a bit of a nightmare.As President, chapter members elected me to serve as their leader.My responsibilities included:- Overseeing our Executive Council and its strategic goals- Upholding member discipline, and- Being an ambassador to other Greek Life leadership on campus

Centennial, Colorado, Us

Before becoming President, I was elected as Membership Vice President. Formal sorority recruitment included 600 women for all sororities. That year, our chapter, Gamma Phi Beta, increased in size by 47%.To make that happen, I:- Organized a $5,000 budget for chapter recruitment activities- Planned and executed a two-week training period and five days of formal recruitment for 70 women, and - Upheld the strict international standards of Gamma Phi Beta Sorority