We’re all about the power of marketing on the Earned podcast, so it’s about time we bring on our very own marketing leading lady—Brit Starr, CMO of CreatorIQ!
In Ep. 147 of Earned, Conor Begley sits down with CreatorIQ’s newly crowned CMO and creator marketing expert Brit Starr. To start, Brit recounts how a cold call from Conor led her to pivot from traditional brand marketing into the thriving tech world. We discuss the crucial role Brit has since played in growing CreatorIQ from a small startup to an over 300-employee powerhouse, before diving into her passion for influencer marketing and insights into the industry's dynamic landscape. Brit shares her core marketing philosophies, emphasizing value addition, simplicity, and community involvement as essential pillars for building successful brands. Switching gears, Brit discusses the complexities of merging brands, and the importance of clear communication and internal alignment to foster innovation. To close the show, Brit shares her excitement for brand leadership, highlighting the need for empathetic leadership and effective decision-making. Keep an eye out for more of Brit… hint hint!
We’ve included a couple of highlights from the episode below, but be sure to check out the full video above, or tune into the podcast on Spotify, Apple Podcasts, or wherever you listen!
The following interview has been lightly edited for concision.
Conor Begley: This is an odd question, but why do you think being a CMO is so hard?
Brit Starr: Yeah, it's a good question, and I agree. I think it is a really difficult role. I think it's a really exciting role. I think companies can be very product-led, but I think they can also be very brand-led, and what I try to do is bring that mentality in, whether it's true or not, of the organization I work for today.
I consider this organization to be brand-led, and so I want to be the one in the room that is pushing us forward, that is making sure we're trying to look around corners, that we're pressure testing things. I think that, yes, the work is very visible, but [we have] the expectation of being able to carry the ‘now’ while figuring out the future—how we define it, how we articulate it, and how we put it into practice. One thing that I tell my team a lot is that we have to lead from the front. We are going to be out there saying things that aren't actualized yet, and that is really fun and really exciting, but it puts a lot of pressure on doing both of those things—the next and the now at the same time.
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