Hi, I’m Scott Voege
I am a marketer and I build things.
Practices. Teams. Brands. The kind of work that doesn't exist until someone decides it should — and then makes it happen.
I build things that last.
I pursue the hard problems because that's where meaningful work lives.
I am not looking for a role to manage. I am looking for something worth building.
I'm a marketing and brand strategy leader who has spent nearly three decades doing one thing: building. I've built campaigns that moved markets, teams that outlasted the work, and practices that became real businesses. From launching Allstate's Mayhem to leading Nationwide's first rebrand in 30 years to growing EP+Co.'s social and entertainment practice from zero to $15 million — the thread running through all of it is the same. I don't just run things. I build them.s
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I grew up in this business at Campbell-Ewald in Detroit, cutting my teeth on Farmers Insurance and OnStar before anyone really knew what the internet was going to become. I learned early that the best marketing doesn't feel like marketing at all — it feels like something worth paying attention to.
Over the years I've been lucky enough to work on the kind of work that actually changes things. I was in the room when Mayhem was born at Leo Burnett — one of the most recognized brand characters in modern advertising. I led the team at McKinney that helped Nationwide reinvent itself after 30 years of standing still. And at EP+Co., I built something from nothing: a social media and entertainment practice that became a real business, serving Netflix, Paramount, LinkedIn, ESPN, and others who needed a partner that understood their world.
What I've learned doing all of that is that the work is really only half of it. The other half is the trust — with clients, with teams, with the people who take a chance on an idea and need someone to see it through. That's the part I care about most, and it's what I bring to every engagement.
I live in Greer, South Carolina, which turns out to be a pretty great place to do work that reaches the whole world.
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I've learned that who you are outside of work shapes everything you do inside it. These are the things I try to keep straight.
What I believe: Focus determines outcome. The things you give your attention to — your work, your relationships, your growth — are the things you become. So I try to be deliberate about where mine goes.
Intention without action is just wishful thinking. I've always pushed myself to do the thing that scares me a little, because that's usually where the real work is.
What I prioritize: My sons and my wife, first and always. My mom, sister, nieces, and nephews. My friends — the ones who've been there long enough to know the whole story. My craft as a marketer. Everything else finds its place after that.
28 years helping great brands find their voice, grow their audience, and build the marketing practices behind their best work.
Some of what I've built.
A selection of the work I'm most proud of — campaigns, practices, and partnerships that made a real difference.
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How I built a practice that didn't exist and made it one of the agency's most important businesses.
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Being in the room where it happened — and what it takes to launch a character that becomes a cultural touchstone.
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Leading a company's first brand evolution in three decades — what alignment, patience, and conviction actually look like.
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Winning and growing one of the most strategically significant B2B accounts in the agency's history.
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Helping a legacy furniture brand find its modern voice — and watching it pay off in a way neither of us expected.
Building something from nothing.
EP+Co. Social & Entertainment Practice, 2016–2026
Built from zero / $15M in Revenue / Practice leadership
Situation
When I joined EP+Co., there was a tiny and under leveraged social team and no entertainment practice. There was an opportunity — a growing client appetite for content, creator work, and entertainment marketing — and a belief that the agency could win in that space. Someone just had to build it.
What I Did
I designed the service model from scratch: what we'd offer, how we'd staff it, how we'd price it, and what quality would look like. I hired the team, built the client relationships, and went after the work that would define us — entertainment studios, streaming platforms, major consumer brands with social-first ambitions. Netflix. Paramount. Lionsgate. ESPN. LinkedIn. The practice took on a life of its own.
Results
A practice that grew to $15 million plus in combined billings, earned multiple industry awards, and became one of the agency's most strategically important businesses. More than that — a team of people who got better at their craft because they were given room to try things.
What I learned
Building something from zero teaches you things that managing something established never will. You learn to make decisions without enough information. You learn that culture is built in the small moments, not the big ones. And you learn that the best thing you can do for a new business is to be genuinely useful to the people it serves.
The character everyone recognized and nobody saw coming.
Allstate Insurance - Leo Burnett, Chicago, 2010
Campaign launch / Brand character / English + Multicultural / $40M budget
Situation
Insurance advertising has a problem: nobody wants to think about it until they need it. Allstate needed a way to break through that indifference — something that would make people stop, laugh, and remember the brand before disaster struck. The brief was simple in theory and hard in practice: make insurance feel urgent without making it feel scary, and beat Flo at her own game.
What I Did
I was part of the core pitch and development team that brought Mayhem to life — working across creative, strategy, and production to shape the campaign from concept through launch across both English and Multicultural audiences. The character was unlike anything in the category: chaos personified, equal parts funny and true. My role was to make sure the idea stayed intact through the process — protecting the creative while managing the scale and complexity of a major national launch across multiple channels and audiences simultaneously.
Results
While Mayhem was the headline, I was also running Allstate's full $40M direct channel program — DRTV, paid search, online DR, and direct mail across four product divisions with a team of six account leads. The creative work got the attention. The direct channel work drove the business. Both had to move at the same time, at the same standard.
What I learned
Great ideas are fragile. They need people who believe in them enough to defend them through the process — through client reviews, legal passes, production compromises, and the hundred small moments where something big can become something safe. The best thing you can do for a great idea is refuse to let it become ordinary.
Thirty years is a long time to stand still.
Nationwide Insurance and Financial Services — McKinney, Durham, 2010–2016
Rebrand / First in 30 years / +5% brand favorability / Six-year AOR
Situation
Nationwide hadn't meaningfully evolved its brand in over three decades. The financial services and insurance landscape had changed dramatically — new competitors, new customer expectations, a new media environment — but the brand hadn't kept pace. McKinney was asked to help Nationwide find its footing for the next chapter.
What I Did
I served as the senior account lead on the engagement — the person in the room with Nationwide's CMO and VP-level marketing leadership when the hard decisions got made. I owned all contracts and scopes, led the annual planning cycle, and coordinated delivery across every marketing discipline: brand strategy, digital, social, broadcast, and media. More than anything, I was responsible for the relationship — keeping trust intact through the complexity and the inevitable moments of friction that come with changing something this significant.
Results
The rebrand delivered measurable improvement in brand favorability and preference — a 5-point lift that represented real movement for a brand at Nationwide's scale. More importantly, it gave the company a foundation it could build on. It ran for six years across all platforms because the work earned the trust, and the trust earned more work.
What I learned
Rebranding a legacy company isn't a creative challenge — it's a change management challenge. The hardest part isn't the work. It's bringing an organization along through the discomfort of becoming something different than it's been. That requires patience, clarity, and a willingness to have the same conversation twenty times until it lands. The clients who trust you most are usually the ones you've had the hardest conversations with.
From meaningless frame to meaningful acknowledgement of the brand heritage
Super Bowl spot w/Mindy Kaling, Matt Damon, VO by Julia Roberts, Directed by Doug Liman
When You’re Not Treated as a Priority and Feel Like a Toddler
Jana Kramer is the un-cat burglar for Nationwide
Nationwide and Alex Morgan #bandtogether
Making a platform feel like a person.
LinkedIn — EP+Co., Greenville, 2016–2026
B2B SaaS AOR / Global brand / $5M → $7M / Organic growth
Situation
LinkedIn had a perception problem that its numbers didn't reflect. The platform was growing fast — hundreds of millions of members, enterprise-level products, serious revenue — but it still felt, to a lot of people, like the place you updated your resume when you were job hunting. The marketing needed bring humanity to what had become a transactional and robotic brand perception.
What I Did
We won the AOR engagement through a competitive pitch. I led the pitch and account from day one — serving as the senior strategic partner to LinkedIn's global marketing leadership across brand, demand generation, content, social, and integrated campaigns. The work had to operate across SMB, mid-market, and enterprise audiences simultaneously, in a voice that felt genuine rather than corporate. I kept the team focused on that challenge: making a B2B platform feel human and something worth caring about, not just using.
Results
The revenue grew from $0M to $7M through demonstrated performance — not through selling, but through delivering work and partnership that earned more trust and more scope. That kind of organic growth is the best measure of a healthy client relationship, and it's the one I'm most proud of.
What I learned
B2B marketing is harder than most people give it credit for. The audience is sophisticated, the purchase cycle is long, and the temptation to default to features and benefits is constant. The brands that win in B2B are the ones that remember there are people on the other side of every decision — people with ambitions, frustrations, and a limited amount of attention to give you. Earn it, and they'll give you more.
The Brand Was Robotic and Lacked Humanity
So We Defined a Human Voice for LinkedIn
And it Worked! Engagements were up over 90%!
A billion-dollar year starts with a belief in the brand.
Havertys Furniture — EP+Co., Greenville
Situation
Havertys is a 140-year-old furniture retailer with a loyal customer base, a strong regional footprint, and a brand that had drifted over time from what made it special. The brief was to reposition the brand for a new generation of home buyers — people who wanted quality and character, not just price and selection. The goal was to make Havertys feel like a choice, not just an option.
What I Did
I led the integrated account from strategy, media and execution — overseeing brand repositioning, creative development, and integrated campaign delivery across broadcast, digital, social, and in-store. The work required close partnership with Havertys' marketing and executive leadership, aligning a large internal team around a new brand direction while maintaining the trust of a client who had a lot riding on the outcome. We managed $5M in client investment and were accountable for every dollar of it.
Results
Havertys achieved its first-ever $1 billion revenue year. Purchase consideration increased 10 points. Those are numbers the brand had never seen before, and they didn't happen by accident — they happened because the creative was rooted in something true about the brand, and the execution matched the ambition of the work.
What I learned
Legacy brands carry something newer brands can't buy: history, earned trust, and a customer who already believes in them. The job isn't to reinvent that — it's to remind people why they fell in love with it in the first place, and give them a reason to feel that way again. When you get that right, the numbers take care of themselves.
$1 Billion in written sales for first time in
140 year history!
Trenton Traditions (inspired by Wes Anderson)
Finding ‘The One’ w/Help from Bryan Adams
Closer Look at Blue Ridge Dining Table
An Ode to the Coffee Table
Rebrand / First-ever $1B revenue / +10% purchase consideration / $5M campaign
Let's talk.
Whether you're looking for a marketing leader, exploring a partnership, or just want to have a conversation about the work — I'd love to hear from you. The best things I've built started with a single conversation.
(847) 460-8241
Based in Greer, SC.
Available everywhere else.