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Building Brand Champions: The Critical Intersection of Marketing and Training


Building Brand Champions: The Critical Intersection of Marketing and Training

Weber's culture and brand expert Karen McGaughey will speak at CUNA's Experience Learning Live! Conference in Seattle in October.

Karen will speak about the critical intersection between the Marketing and Training Departments. For many organizations, one or both of these departments are blowing through stop signs and missing high impact opportunities to drive greater organizational success together. Karen will help some credit union trainers identify opportunities to proactively partner with their Marketing Team and truly leverage their most impactful resource—employees— to deliver a unique, branded experience that is connected to corporate goals and marketing initiatives.

Session attendees will unlock ways to align, inspire and direct their entire workforce to deliver greater results by living out their brand in bold, fresh ways.

CUNA Experience Learning Live! is your chance to discover best practices, breakthrough ideas and perceptive insights into modern credit union training.  Learn more here.

Karen McGaughey, VP Client Services | Principal

With over 20 years experience in marketing, advertising and branding, Karen brings clients a depth and range of knowledge in creating effective strategies that leverage the uniqueness and strength of each client. She has earned the role of trusted advisor to many financial institution executives, having expertly guided their teams and Board of Directors successfully through name, brand and cultural transformations, and successful execution. 

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A look inside the mind of the infamous “Millennial”


A look inside the mind of the infamous “Millennial”

I’m new here. And I’m a millennial.

So, naturally, on my first day at Weber I observed a Millennial panel that focused around financial habits and banking preferences. Well I have an Alaska Airlines credit card (I’m a travel points hoard) and 401K, but that's where my knowledge around financials starts and ends. I couldn't tell you any details of my 401K, aside from the fact that I received the head nod of approval from my financial advisory (my father); I figure I’m doing pretty good for myself. It was really interesting for me to sit through this panel and watch a group of my new coworkers and peers asked questions about how they bank, if they can balance a checkbook, and whether they know it's important to start saving for retirement and not just their next trip to Cabo - because I could relate to every single one.

Last month, Weber Marketing Group taught the CUES School of Strategic Marketing for managers and executives from credit unions across the country to come and learn about best practices, hear stories from other credit union’s successes and leverage current trends in the financial industry. Weber wanted to kick off the courses for the week by bringing in a target audience that many financial institutions struggle to find the right message to resonate with. We are talking about millennials, of course! Weber put some of their best and brightest millennials in the hot seat and asked the questions credit unions across the board have been itching to get answered. The panel was asked a lot of questions about their knowledge of financials and, aside from working in the financial industry and being immersed in banking jargon on a daily basis, the reasoning behind why each individual banks the way they do was surprising to many of the attendees.

How do you successfully get in front of our cohort and spark interest in your brand?

Convenience is key. Millennials we want to be able to manage their money as easily as they can tweet or post a status. That being said, apps like Venmo have become a widely adopted platform among our panel members for sending and receiving money. It’s simple – and there’s Emojis – what’s not to love? Creating an account is seamless if you have a Facebook profile and a debit card or checking account. Also, having a single banking app that enables us to budget, transfer, and manage our money with ease is a big draw. The more a financial institution can consolidate all of our needs into a single platform, the more likely it is to pique our interest.

As millennials we’ve been told we have the attention span of a goldfish. That’s 8 seconds. You can thank apps like Vine and Snapchat for that. You have 8 seconds to gain our attention before we move on to something new and swipe you from our memory.

Okay what were we talking about? …right. Attention spans. Or lack thereof.

There is plenty of accessible information about all things financial, but not enough that is easy to digest. Trying to find the right way to communicate with millennials and keep our attention can often be frustrating for marketers in any industry. The typical way to get our attention is by offering free pizza and beer. While we do love that, we also love enjoying it in the privacy of our own Netflix cave. To the surprise of the attendees, many of the panel members would forgo the big groups and awkward small talk you have to endure when attending MeetUps or seminars and instead prefer snackable size content, like short videos or On-Demand webinars, that we can scroll through on our own time. Millennials are serial skimmers. It’s important to make messages short and sweet. We won’t read through the long emails filled with financial terms that are sent to us. Even if “IMPORTANT: PLEASE READ” is plastered across the subject line, at best you will only get a quick skimm. You are much more likely to get important information to us via text (you have our numbers!). Just make sure to stick to the point and highlight key details that you don’t want us to miss.

Most millennials have been with their bank of choice for many years. Part of that decision is pure laziness but, from the words of our panelists, it was often out of loyalty. Whether it was getting set up at a bank their parents have been with for years or from a credit union rep that came into their elementary classroom to talk about putting their piggy bank money into a savings account, many felt like they owed it to their financial institution to stay. For some, their bank helped them set up their first accounts, build their credit, get their first car loan, and even helped them take out their first mortgage. Those “firsts” created a bonded between them and their financial institution that they are not willing to break simply for a few extra dollars or a fraction of a percentage point increase on their interest rate.

However, the other portion of millennials (the “lazy” ones…including myself) have no real attachment to their current bank, but the thought of making the change is overwhelming and seems like more time and headache than it’s worth. Having to track down what bills are getting auto pulled from what account and having to update all of these key services makes us shut the idea down quick. If credit unions were able to make the process quick and painless, they have a much better chance of getting our business. Especially if you can add the cherry on top by showing us that your company stands for something meaningful. Millennials want to support brands that are local and attached to important causes. They want to walk into a branch (the few times they ever will…) and feel like they are being welcomed as part of a family/community. From the vibrance of the branch environment to the warmness of the tellers that greet them – that experience in and of itself makes the trip worthwhile.

When asked about brand loyalty, the answers were consistent across the board. Millennials have been given a bad rap for being cheap penny pinchers and are killing all these industries through our consumer habits. What the panel taught its audience was that many of us value brands that make our busy lives easier – even if that means spending a few extra dollars. In order to make us stay, a brand needs to cater to our world. It’s no secret that millennials crave convenience. Give us the ability to shop mobile and we’ll love you that much more. A new thought that emerged was how so much of our loyalty to a brand comes from our perception of that brands loyalty to us. Our panel agreed that we value brands that are authentic. If a company is able to engage with us and offer products of quality that fit our needs, we feel cared for. We want to support businesses that talk with us and not at us. We want to be part of the conversation and be heard. Businesses that make us make us feel good – brands that are involved in the community, supportive of charitable causes, and that want the best for their customers. We want our financial institution to be like a good friend.

Want to get our business? Pique our interest, give us helpful tidbits, make the transition seamless, and give us a reason to want to be a part of your community!


The Tiny Concert Movement Finds a Home at Weber


The Tiny Concert Movement Finds a Home at Weber

Kathy, our Production Manager, was up for our Creative Team's Friday Share last week. The team has recently been doing different topics around the theme of Music. In a fully immersive presentation entitled "Is it LIVE or is it Memorex?" Kathy showed (not just told) why live music is far richer and more complete than the listening with earbuds.

Om nom nom. 

Om nom nom. 

Kathy rejected the notion that high quality audio performance is the key to an elevated music experience. A full sensory experience, including the sense of community, is much better - even if that means that the music itself is not receiving your full attention, or that some nuance is lost because of the environment. 

To support her thesis, Kathy recreated an outdoor concert for us right here in our office.

The ping pong table became a picnic table. The floor became our lawn (she provided packets of cut grass for authenticity of scent - no I'm not making that up).

Sure, there’s the music. It’s there…but there are also conversations. Maybe crickets. Maybe a breeze in the leaves.
The sound of fair rides and squeals. At the zoo, some random wild animal calls.
This may bug you, earbuds person.  
Sad for you.
— Kathy Karner, Champion of Friday Shares

There was watermelon and sparkling wine and an apricot curry situation to spread on croissants. 

What I'm saying is: this was a nice way to start a Friday morning. A girl could get used to this. 

And then the strings showed up. 

Unbeknownst to the rest of us, Kathy had enlisted her high school son Sam and his friend Maddy to come perform a cello duet for our office while we picnicked. Except there are not, as they told us, any appropriate cello duets. And so they arranged one themselves for us. 

"You kids get off my lawn!" said nobody. 

"You kids get off my lawn!" said nobody. 

So we listened, and we looked around, smiling at each other in disbelief at the lovely treat we were enjoying together. The windows were open, the breeze was refreshing, and nobody minded for a minute that it the comps on the wall were blown upside down. The traffic noises that inject themselves into our conference calls at the worst possible times seemed now to play along - a honk hitting just perfectly in between stanzas. We forgot what time it was, and were certain that we would be late to our next meeting, but it was just us internally planning and that could wait a few minutes longer. This was special.

Sam and Maddy indulged us in two encores. They might have wanted to get on with their day (some sort of bribe for coming to mom's office has been arranged), but we were a captivated audience. 

By the end of Kathy's share, there was no question in the room that she was right. Listening to music live with a community around you, absorbing the sounds plus the tastes and smells and all the other sensations, is the really whole package. It's certainly more memorable, and more relaxing, and makes for a better carousel of photos. 



Working For Want & Wanting To Work


Working For Want & Wanting To Work

Before I ever had a job, I worked in a cubicle.

When I was 15 I started to volunteer at the Alzheimer’s Association, a non-profit that focuses on the care and support of those impacted by brain dementia. A few times a week during my summer vacations, I worked with the Events Team to organize the biggest fundraiser of the year, The Walk To End Alzheimer’s.

Although I was managing paperwork, engaging with clients, and dealing with partners just like everyone else in the office, I was unpaid. To a lot of my peers, this seemed incredibly unusual. While I watched my friends play outdoors in the sun by the beach, I threw on my business casual attire and sat through traffic to go to work…for free.

Promise Garden Flowers spin in the wind to showcase support for those with Alzheimer's.

Promise Garden Flowers spin in the wind to showcase support for those with Alzheimer's.

I can’t deny that there were some days where I was longing to be like the average teen, basking in three months without responsibilities. But now that I look back, I don’t regret a minute of it. I kept going because it was the most rewarding thing that I had done all of my life.

My dad passed away due to early onset Alzheimer’s disease when I was 16. He was just 49 years old. I spent my early teenage years acting as a caretaker for him alongside my mom and older brother as his brain deteriorated.  I have a personal connection to Alzheimer’s that will stay true my whole life. Watching my dad fall ill gave me a pain in my heart that words can’t describe. I used volunteer service to channel my grief into something productive. The work that I did made me feel like I was honoring my dad. I wanted to do my part to make sure that no one else would have to go through what my family went through.

While these emotional benefits were what kept me moving, something that I didn’t realize until I entered the paid workforce was how my experience volunteering would impact my work life. My volunteerism changed the way that I looked at “work”.

I came into the office not because I had to but instead because I wanted to. I genuinely enjoyed working. When I volunteered, it couldn’t be about the paycheck or the promotion; it was instead about the passion behind the work. My experience working for want trained me to want to work. Working gave me goals and aspirations, challenging me to learn and grow. It left me feeling accomplished and rewarded. What mattered most was that I enjoyed what I was doing and that it made me enthusiastic.

The most valuable thing that you can donate is your time. There will always be a way to get involved in something interesting regardless of how much experience you have with the topic at hand. Even if you only have minimal time to give, the gain from that engagement is multifaceted. Giving to your community will give back to you by building your knowledge and wisdom, helping you to succeed not only in your personal life but also in the workplace.

Now, at 19, I am still volunteering with the Alzheimer’s Association. Although I’m instead spending my summer vacation interning at Weber Marketing Group, I’m not choosing between paid and unpaid work. Instead, I’m letting each embrace the other.

I am now part of the Board of Directors for The Washington State and Northern Idaho Chapter of the Alzheimer’s Association.  The knowledge that I’ve gained here at Weber Marketing has helped me with my contribution as a director. I’m able to engage in conversations regarding target audience and help brainstorm around web advertising issues. When I walk into board meetings, I feel exponentially more confident with my knowledge from this internship under my belt.

Volunteering does not only aid your energy in the office but also your coworkers’ energy. Ambition is contagious.

Alternatively, I am able to apply this sense of dedicated passion to my duties at Weber. Even though I am simply an intern, I put my all into the things I do. I want to dive into every project headfirst. Instead of dreading work, I find myself excited to engage and energized enough to work efficiently and effectively every day. One of the great things about this office is that I know that it isn’t just me.

Even a simple search of the blog posts on Weber Marketing’s webpage shows the company’s value of the intersection between working and living. There are numerous blogs written by employees about culture showcased online. With mentions of animal shelter activism, sports passions, charity challenges, donation collections and more, it is obvious how much Weber Marketing values the happiness and involvement of their workers.

In turn, this culture can be felt in the office. This respect for extracurricular activities helps build a sense of community and activates a positive feedback loop. Volunteering does not only aid your energy in the office but also your coworkers’ energy. Ambition is contagious. This morale spreads as employees help to support the causes their coworkers are spirited about. The result of all of this support is increased company loyalty and a feeling of office unity.

Evidently, there is a shift toward a positive office atmosphere when you involve yourself in extracurricular activity. Getting involved in things you are passionate about can build both personal and work life satisfaction. My experiences with both the Alzheimer’s Association and Weber Marketing have helped me apply this concept and generate a feeling of fulfillment when working.

As I move from cubicle to cubicle (or hopefully from cubicle to a grand office with a view) throughout my career, I will carry this sensation with me. I will always be an advocate for volunteerism. Work life happiness and success is multiplied when you expose yourself to new things and hold a willingness to learn. Extracurricular activities are an easy way to give yourself this benefit and also better your community. Why not get involved?

Shameless plug: Start getting involved today! Click here to visit my fundraising page for the “Walk to End Alzheimer’s.” All donations are greatly appreciated.


Tomato, Tomato


Tomato, Tomato

Millennials aren’t always so different.

When I moved to Seattle in 2012, the craft beer scene was well established, but in the years since, it has really boomed. Small breweries have popped up all over town. They open shop around the corner from competitors. They cram into spaces so small, you couldn’t park a car in them. But, on any random weekend afternoon, they’re all busy—really busy. We’re talking lines out the door.

It seems like every new brewery is a big success. I mean, people like beer. And in a densely populated city, one that’s growing by 1000+ people every week, each new brewery immediately becomes a new neighborhood hot spot. Maybe one day Seattle will get oversaturated with craft beer, but it doesn’t seem likely anytime soon. Back to beer in a minute.

I recently read a Business Insider article in which the author presents the idea that Millennials, as a generation, are “psychologically scarred” by their experience having come of age during The Great Recession. And, that because of their experience, Millennials have unique consumer preferences that sometimes have severely negative impacts on well-established American companies and industries. You’ve probably heard it all before. But what caught my attention was that the author comes to the conclusion that Millennials aren’t responsible for their industry-killing ways, but that it’s actually their Baby Boomer parents who created the conditions they grew out of.

The Business Insider article focuses on the question, why do Millennials kill established businesses? To me that question is less about intent and more about outcome. Do Millennials and their unique consumer habits kill established business? Yes. Do they do it on purpose? Of course not. The onus really falls on the businesses themselves.

Like a lot of Millennials, I grew up in a suburb. My parents did, too. And also like a lot of Millennials, I moved to a city for work after college. It’s a trend that’s been written about quite a bit around the country: Millennials moving back into cities that previous generations left for suburbs. But, just like the generations before us, we care about convenience and community, too.

We frequent the businesses that make themselves a part of our lives. Businesses that open up on the streets we take to work or the restaurants around the corner from where we live— exactly like the small local breweries I mentioned earlier.

With every new brewery opening, or other small business for that matter, a neighborhood gets new life. Neighbors get a more local option. And people from outside your community come to visit to see what it’s got going on. Resulting in more businesses setting up shop. And more people moving in.

In my mind, Millennials aren’t industry-killers. We’re industry-definers. Our selective consumer habits define how businesses should adapt in order to remain successful and appealing.

In the same way that big box stores and chain dining followed the generations before us out of cities and into strip malls, the successful companies and small businesses of today must adapt to serve a growing generation of urbanites. 

Jake Cann, Copywriter  Weber Marketing Group

Jake Cann, Copywriter

Weber Marketing Group


World Vision Global 6k for Water


World Vision Global 6k for Water

Kathy Karner, Traffic & Production Manager at Weber Marketing Group, is participating in the World Vision Global 6k for Water worldwide event on Saturday, May 6th.

People around the world will be walking/running/skipping 6k on May 6th. The 6k distance echoes the 6k average distance that people in developing countries, most often women and children, must walk daily to find drinking water. Often when they do, the water is dirty and unsafe. With World Vision’s help in these areas, $50 (the entrance fee for the event, also a target amount for fundraising) provides clean, close water to one child FOR LIFE. The price of 10 lattes can bring clean water to someone from here on out, a life-changing event.

Kathy's race bib has a picture of a boy named Belo, from Mozambique, who will benefit from this walk. He is also available for child sponsorship, which will help bring him and his village resources they would otherwise not have in health, education, training and services. 

Kathy Karner, Traffic & Production Manager, Weber Marketing Group

Kathy Karner, Traffic & Production Manager, Weber Marketing Group

I am excited to partner with World Vision in my goal to raise $500, or clean drinking water for 10 people. Can’t wait to walk 6k for water on Saturday, May 6th!!!
— Kathy Karner

Kathy is a passionate supporter of World Vision’s work in the world. She sponsors a child, Kavya, as well as emergency feet-on-the-ground services during crises. World Vision runs in when others are running out.

For more information, and to donate or register, click here.


Podcast: Social Media Intersecting Brand and Culture


Podcast: Social Media Intersecting Brand and Culture

I spoke with James Lenz, the Professional Development Manager at the Credit Union Executive Society, about developing social media strategy that reinforces your brand and your corporate culture. We talked about some really practical ways for organizations to drive engagement, develop more interesting and meaningful content, and still keep a handle on the resource commitment to social channels.

The CUES Podcast has listeners in over 15 countries and is available on podcast directories such as iTunes, Google Play, and Stitcher. It can also be reached at



How to use company culture as an organizational catalyst for brand transformation


How to use company culture as an organizational catalyst for brand transformation

Branding is everything when it comes to earning customers’ trust, and bad press can seriously damage a company’s reputation. But the root of the problem isn’t the branding or press — it’s the company’s culture.

Take Wells Fargo, for example. The company had to pay $185 million in fines after its employees allegedly opened millions of new accounts that customers may not have authorized in their haste to meet lofty sales goals.

The allegations don’t help the banking industry’s image, either. Two out of three consumers believe “all banks care about are their own interests.” And after the economic downturn of 2008, many consumers believe that all banks are the same. J.P. Morgan, for example, hired around 13,000 employees in the compliance area since 2012, yet 41-46 percent of consumers still see little difference between banks.

After the Wells Fargo fiasco, the company’s executives hired a third-party firm to examine its practices and help reform the culture that led its employees to create the fake accounts.

Focus on Values, Not Profits

Every great company knows that success and culture go hand in hand. A company that provides great service but is a miserable place to work won’t be successful for long. Wells Fargo focused on sales goals and profits instead of its employees, which only bolstered public perception that banks are only focused on their own interests.

Since 2008, banks and financial institutions have spent tens of millions of dollars on new initiatives that attempt to prove these organizations are resolving their harmful, profit-hungry culture problem. But with Wells Fargo-sized scandals occurring, it seems that most of these efforts have been superficial attempts to convince people they’ve changed their ways.

How, then, do financial leaders create sustainable (and legitimate) company cultures that can also improve their brand image?

Put People First

Business leaders must recognize that culture is the lifeblood of every organization. It strengthens a company, and a strong culture can help separate the top performers from the rest of the pack. We also learn about culture quickly from those around us, discovering what it takes to be successful based on what others do.

That’s why establishing a “sales culture” can be dangerous. When sales are prioritized over ethics and values, employees quickly learn that making money is the most important factor in becoming successful.

Sales incentives are not necessarily a bad thing. They can motivate employees to work harder to reach goals, after all. But if they’re poorly designed or overused, they can lead to greed, unethical behavior, and dishonesty. True employee motivation should be intrinsic and not solely focused on monetary goals, especially as younger employees want more than ever to find meaningful work.

Financial leaders should realize that culture is more than just a mission statement. It requires time, focus, and commitment. And it needs to be managed — after all, your company will always have a culture whether you cultivate it or not. Most companies, though, spend more time focusing on measurable, data-driven analysis than culture because culture is difficult to understand, implement, and measure.

Companies Doing It Right

Sometimes the best way to discover how to establish your own company’s culture is to look at other companies that are doing it well. One such financial institution is The World Bank, a United Nations-created institution that held down the No. 2 spot in Glassdoor’s “Best Financial Institutions to Work For” survey.

The World Bank has two goals: “End extreme poverty by decreasing the percentage of people living on less than $1.25 a day to no more than 3 percent,” and “Promote shared prosperity by fostering the income growth of the bottom 40 percent for every country.” The goals aren’t sales-related, but they do motivate employees to work hard so they make a difference in the lives of others.

The company also places a strong focus on keeping employees happy with a wide variety of perks besides a hefty paycheck.

“Employees are well-compensated and receive a very nice retirement package,” one The World Bank manager explained. “There is opportunity to travel to bank sites in 180 countries around the world. It is fascinating to speak with others about their experiences growing up in very diverse environments.”

The World Bank isn’t the only financial institution striving for a meaning-focused company culture. One banking company in Asia, for example, created a “culture-led evolution program” that was intended to entirely revamp the business’s practices.

The CEO and leadership team focused on three basic behaviors: going the extra mile to delight customers, prioritizing performance over seniority, and supporting one another. The executive team found ways to implement each of these three behaviors throughout every department of the business — encouraging frontline staff to collaborate with other employees to solve customer problems, for example, as a way to keep customers delighted — and recognized employees who made a strong effort.

Building a Culture to Last

If your organization needs to overhaul its company culture from the ground up, the task can seem daunting, to say the least. But it’s not impossible. There are a few simple things to keep in mind as you begin building a cultural foundation that will help your company flourish.

1. Define Your Current Culture

Before you can start making changes to your company’s culture that will help it improve, you have to define it. Edgar Schein, professor emeritus at MIT Sloan School of Management and author of several books on organizational and cultural development, identified three core culture areas to address.

The first is the artifacts of your organization: the tangible or verbally identifiable elements that make up your company. Office design, dress code, and interactions can all signify to observers who are not affiliated with the company what the culture is like.

The second area is the espoused values of the company. What are your stated values and rules of behavior? What is your written mission? What policies and values do you enforce? Items like past HR surveys, exit interviews, company handbooks, and customer surveys can all provide a strong lens into your company’s culture. Assess whether so-called legacy culture hangovers are still relevant to your day-to-day operations and expectations. If the documented culture is largely outdated, assemble a cross-departmental team to determine which values are important to your company and what they say about your brand.

Finally, identify your company’s shared basic assumptions. These deeply embedded behaviors are usually unconscious indicators of the very essence of your culture. Conduct strategic interviews with cross-section of your organization to best understand the unwritten rules of how your culture operates.

Together, these uncovered artifacts, espoused values, and assumptions allow you to craft a picture of the current state of your organization’s culture so you can bridge to the desired future state. Get into the habit of conducting culture audits and surveys at least once a year if possible.

2. Go on a Fact-Finding Mission

Identify which areas of employee performance are rewarded, what incentives your organization uses to motivate team members, and what managers are measuring when it comes to performance reviews. You’ll also need to consider what actions are cause for discipline, what you’re teaching through praise and acknowledgment, and what policies you have spelled out in the employee handbook.

It’s often difficult to get a clear view of your own culture from within the organization, so it can be helpful to bring in an outside consultant who can give you a fresh perspective.

It’s also important to engage senior leadership and middle managers. They must be ready and willing to make changes and prepared to proactively support and reinforce the brand’s new cultural standards. Conduct interviews to get their perspective on unwritten rules and behaviors to get a true sense of your company’s cultural ecosystem because they’re likely to have a better view of what really happens when high-level decisions are made.

3. Establish a New Culture — and Keep Tabs on It

Creating new cultural boundaries and then sitting back and letting the chips fall where they may isn’t enough; you’ll need to consistently check in to ensure everything is still running as smoothly as planned.

Conduct culture audits and surveys at least once a year, and create a culture development road map that will outline how you intend to maintain and reinforce the culture you worked so hard to establish. You’ll also need to consistently provide the resources and tools that employees need to be successful. As a leader, you’re responsible for teaching staff about culture rather than just hoping they’ll pick up on the changes on their own.

Because culture is the current that keeps your organization running, it’s the most important aspect of the hiring process for employees. Make sure both new and established employees know what is expected of them in terms of culture, and hold the company and team members at every level accountable.

It may sound like a lot of work for something that’s difficult to define and measure, but in a world where consumers are increasingly skeptical of companies’ values — especially in the financial services industry — that work will pay off. Consumers’ trust is crucial for success, and establishing a healthy company culture is the best way to accomplish that.

Original article published March 21, 2017 on International Banker.

Karen McGaughey, VP Client Services | Principal, Weber Marketing Group

Karen McGaughey has over 20 years of experience in strategic marketing and branding. She has earned the role of trusted advisor to many financial institution executives, having expertly guided their teams and Boards of Directors successfully through name and brand transformations, and marketing execution. Read more...


Weber Marketing Group announces three promotions.


Weber Marketing Group announces three promotions.

We're excited to announce that Ruth Kapcia, Matt DeVries and Charlotte Boutz have all been promoted for their outstanding contributions to the agency.

Ruth Kapcia Headshot 2017 (Square)

Ruth Kapcia


Ruth has over 25 years of experience in retail design and visual merchandising. At Weber, Ruth designs, plans, and develops some of the most innovative retail financial prototypes in North America, including a new branch model for Canada’s largest credit union, Vancity. 

Ruth has worked at some of the nations top brand and retail companies, including Starbucks, Crate and Barrel and Williams-Sonoma. Her knowledge and expertise in retail merchandising, POS displays, interior environments and branding helps clients set themselves completely apart from their competition. Read more...

Matt DeVries

Director of finance

Matt has 30+ years of experience in finance and accounting, spread between a variety of middle-market private and publicly traded manufacturing, service and technology companies. He brings a passion for solving complex finance, accounting and operational problems to our team. A Chicago native, Matt now resides in Seattle with his wife and two Cavalier King Charles Spaniels.

Charlotte Boutz-CONNELL

Director of Client Experience

Charlotte brings over 12 years of experience in account management, brand strategy, and consumer insights development to guide positive outcomes for clients. She is passionate about storytelling to connect brands with audiences.

Charlotte has worked across industries from global enterprise initiatives to local business startups. Her experience includes traditional advertising, social media strategies, brand building and product design innovation. Read more...


The Doney Memorial Pet Clinic

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The Doney Memorial Pet Clinic

This past month, Weber Marketing Group came together on behalf of The Doney Memorial Pet Clinic, which provides Seattle’s homeless and low-income pet stewards with free and low-cost veterinary services. Nearly a dozen Weber employees and vendors — some pictured here — gathered food, toys, and supplies to distribute during upcoming clinics at Seattle’s Union Gospel Mission.

Doney’s clients face hardship all year round, and the help they get from holiday drives like these is a similarly year-round benefit. Best of all, as a service run entirely on volunteer energy, there’s very little administration to get between donors and recipients. The goodwill is real, immediate, and palpable.

Warm beds, new toys, nutritious food, harnesses, leashes and other necessities collected during WMG’s holiday food drive. (l-r) Joshua Law, Ruth Kapcia, Amy Morales, Barbara Glenn. Not pictured: Randy Schultz, Bruce Northey, Dana Northey, Ben Stangland, Mark Weber, Kory Davidson, Jamie Layton from Weber print parter  Imagine Visual Service .

Warm beds, new toys, nutritious food, harnesses, leashes and other necessities collected during WMG’s holiday food drive. (l-r) Joshua Law, Ruth Kapcia, Amy Morales, Barbara Glenn. Not pictured: Randy Schultz, Bruce Northey, Dana Northey, Ben Stangland, Mark Weber, Kory Davidson, Jamie Layton from Weber print parter Imagine Visual Service.

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