Strategy and storytelling work better when they aren't two different departments.
I do both.
I'm a marketing and communications professional with over a decade of experience across consulting, in-house, and agency environments in a variety of industries: SaaS, logistics, nonprofit, financial services, and a few more I didn't expect to find interesting but did.
I'm also a professional photographer with fifteen years of experience. That career shaped how I approach everything else: I learned early that what people say they want and what they actually want are usually two different things, and that the job is figuring out which one to deliver.
I care about the systems — marketing operations, content strategy, campaign architecture — but I care more about whether they're actually working for the people who have to use them. I ask a lot of questions. I want to know how processes actually work, not just how they're pitched in a strategy deck.
I have a BBA in Marketing with a Visual Communications minor from the University of Michigan–Flint. I travel full-time and work from wherever I am — a lifestyle that only works if your communication is clear and your systems are solid. Which is probably why I care so much about both.
I start by asking a lot of questions about the audience, the team, how things actually work day-to-day. I find bottlenecks, spot places where work can be delegated or automated, and figure out what's actually driving results versus what's just producing reports. Then I build the plan.
Years spent inside various marketing automation tools mean I can pick up new platforms easily and hit the ground running. From autoresponders to drip sequences, I build campaigns and automations that reach the right people at the right time.
I figure out what an organization needs to say, who needs to hear it, and where it should show up — then I write it. I craft content that reflects an actual brand voice, not copy that sounds like it was written by a committee.
Database hygiene, deliverability, integrations, and more. I know where data gets stuck and how to fix it. I also care about building a system that makes life easier for the people who have to use it, which means working closely with the people who actually touch it.
I build reporting that helps people make decisions, not just reporting that proves something happened. I care about knowing what to measure, knowing when a metric is misleading, and being honest about both. If the numbers are telling a different story than expected, I'd rather figure out why than make the KPIs look better.
I've shot conferences, webinars, promos, PR content, and documentary projects. The through-line is visual storytelling. Not just capturing a moment, but building a narrative around it that helps people understand what they're looking at and why it matters.
My process starts with questions. A lot of them. I want to know how things actually work, not just how the org chart looks. Who touches what? Where does it get stuck? What's the workaround everyone uses but nobody talks about? Half the time the biggest improvement isn't a new tool or a new strategy. It's fixing the problem with the current process that's making someone's job harder than it needs to be.
Sometimes it takes someone from outside an organization to see where the processes are breaking down. Not because the team isn't smart (they are) but because they're too close to it. A fresh perspective can spot workarounds that have stopped working.
I've worked with a lot of organizations across a lot of industries. Every one of them needed someone who could figure out what was actually going on, not just run the playbook. That means sitting in a room with the team, understanding why the last three campaigns underperformed, asking the sales team why they stopped using the CRM and actually listening to the answer.
That's the work. The rest is typing.
Open to consulting, contract, in-house roles, and conversations about fit.
madelinne.grey@gmail.com