Liam Moroney

Co-Founder, Storybook Marketing | Full-service demand generation agency

I lead Storybook Marketing, a consultancy that specializes in brand marketing strategy, to help companies become the brand that buyers think of, using an evidence-based approach to marketing.

We offer customized services, consulting, team workshops and training, to level up marketing programs so they are capturing market share and not just leads.

Founder

I'm launching a new content series, and I'd love to invite you to be part of it.

It's called Understanding Demand - not the tactics we do in demand generation, but rather how demand itself works from the market perspective.

Demand is not created by marketing, but by consumers and the market itself, and when the conditions of the market are different, it impacts the effectiveness of marketing more than anything we do.

My belief, and the culmination of my marketing experience, is that when we better understand the market and how it operates, we can do more effective marketing that reflects it.

This series will strongly be part of the content I produce here on LinkedIn, but I'm expanding it into long-form content across a podcast, video series, newsletter, and blog posts to cover topics in more depth.

If this sounds like something you'd like to be part of, sign-up to the mailing list and I'll share the content and updates directly:

https://lnkd.in/ezYkfPHS

Brand Marketer | Storybook Marketing | MarTech contributor

There's a famous quote from the economist John Maynard Keynes, that "the market can remain irrational longer than you can remain solvent."

He was speaking about investing but it has just as much application to marketing, because many a better product has come and gone, failing to change the status quo.

The majority of the market, as it often turns out, will embrace the status quo for a lot longer than the quality of incumbent options would have challenger brands believe.

Change usually happens at the fringe edges of the market, by those risk-tolerant few who are seeking better or segments who are much more underserved than the majority. 

The amount who make up these groups depends a lot on the category, and the current economic conditions surrounding it. But it's here at the fringes of categories that disruption occurs and often where it remains, leaving the center intact.

This is the reality of markets, and it can feel like irrational behavior to those trying to deliver better solutions to real problems.

It's also where marketing is uniquely positioned to help the company succeed. 

Marketing has, sadly, been reduced in its scope across industries, and a major consequence is the inability to develop strategy at a market-level.

We hyper-target for conversion, trusting technology and AI to find the exact people who want to buy a product like ours, but over time have lost the skill to know why many of those same people are unlikely to do so.

Markets are hard to change because most people actively resist risk and change until the cost of doing to becomes higher than the status quo or until a new status quo arrives. 

Budget can easily run out when trying to cause that change through conversion efforts, even when armed with a better product and a strong offer.

The real solution is for marketing to better understand the market - especially about who in it are underserved or unsatisfied and may provide the entry point. And, from there, what needs to happen through brand marketing to prevent a lifetime at the fringe.

That all happens when marketers can gain a bird's eye view of the market in the form of research and understanding, and how to navigate the market dynamics that can feel so very irrational to the non-marketers at the executive table.

There's a very big difference between trying to get someone to start thinking of you and preventing them from forgetting you - and a lot of the brand marketing we talk about is the latter.

Big brand campaigns, the ones that win awards and make waves in the marketing community, usually come from established brands who are trying to create new relevance through playful messaging and exploration of the brand assets.

It's fun to see and discuss, and plenty hard to do well, but it's also the outlier example of what brand marketing usually is.

It has also skewed a lot of how companies think about brand marketing, with it being often thought of as the fun, quirky, and expensive campaigns that rarely if ever talk about the product.

It's no surprise that brand gets neglected in budget talks in favor of more performance marketing when seen only like this.

The truth is that most effective brand marketing is delivering very product-centric messaging, and so it can be easily confused for performance kind - and made ineffective by being pushed to act more like it in the CTA and measurement.

Brand marketing isn't all about trying to make people feel things about you, while performance is about getting them to take action and buy you. 

That's a false choice where one will obviously win out over the other.

Rather, good marketing promotion is about trying to get as many people to know who you are, what you do, and when to think of you, and then performance is all about making sure you don't miss the opportunities that come along as people are ready to act.

That's brand and demand as a cohesive promotional team, working as a combo that is bigger than the sum of its parts.

As opposed to a false set of options you need to choose from, where one is fuzzy and wasteful and the other delivers results efficiently. 

No such reality exists that leads to being a big brand.

Gwen Lafage 🐝

VP Marketing, Global Brand and Content @ Sinch 🚀 I B2b tech marketing leader, brand builder

Why do you need a strong brand? 
Because it is the only true differentiator that can’t be copied. And yes that’s also true for b2b companies. 

Think about it: products and features are all becoming the same. Sure you can be a little cheaper or a little better. But why not use your brand to win instead? Your brand is your future-proof competitive edge. 
A strong brand means recognition, credibility, trust, loyalty. 

And that’s why I’ve dedicated my career to building strong brands. BRAVE brands. Brands that connect with people. Brands that dare to be different. Brands with strong beliefs. Brand that build new categories and become their kings. 

I personally believe in the power of communication and creativity. I believe in doing things with passion and taking risks. I spent 10 years in the best Ad agencies in London and Paris, working on the world's leading consumer brands. In my late 20s, I traveled the world for one year. In my 30s, I opened an art gallery in San Francisco before going back to marketing and branding for B2B tech companies in Silicon Valley. In 2017 I moved to Sweden to open the European office of a b2b tech creative agency. 
In 2023 I came back to the US to continue to lead the brand growth of one of the fastest growing tech company in the world, Sinch. 

I’m now VP of Brand at Sinch, where I lead global brand strategy, though-leadership, communications, global events and creative direction for one of the fastest growing tech companies in the world. 

Bottom line: when I want to do something, I make it happen. 
I apply this ‘can-do-attitude’ to everything I do. 

I am always looking for new challenges, opportunities, and learnings, and I love networking and sharing knowledge with other professionals in my field.
Feel free to get in touch.

Specialties: B2B Marketing, Marketing Strategy, B2B SaaS Marketing, Data-driven Marketing, Growth Marketing, Inbound Marketing, Digital Marketing, Branding, Messaging, Content Marketing, Demand Generation, Account-Based Marketing, Engagement Marketing & Events, Project Management, Client Relationship Management, New Business, Campaign Management, Leadership, Operational Excellence.

Interests: B2B Marketing, Brands, Design, Technology, SAAS, Startups, Growth, Women in Tech, Green Tech, Sustainability, Meditation.

Executive member

The Pavilion is a private, invitation-only community of sales and marketing executives at growth-focused companies.

2026 energy. ⚡️
Happy new year my friends 💫

2025 ended up as a transition year for me, but also for most marketers 👉 The year AI fully became part of everyone’s daily work.

Here’s what I’m taking into 2026, and what I’m leaving behind.

What I’m taking into 2026

1) Reputation is growth.
In an AI world, trust is not a “brand thing.” It’s the shortlist.

2) There is no AI discoverability hack.
It’s good, hard marketing work. Onsite + offsite. Clear positioning, consistent language, proof, and distribution in places people actually trust.

3) Engine first, fuel second.
No more content for content’s sake. If the engine isn’t defined and funded, we pause.

4) Fewer bets, bigger scale.
Tiny experiments are noise. If we test, we test properly. If we commit, we commit.

5) AI for speed. Humans for taste.
AI accelerates output. Humans still bring judgment, creativity, and meaning.

What I’m leaving in 2025

- Shipping one more asset instead of fixing distribution
- Confusing motion with momentum
- Trying to measure everything while avoiding the real question: “Are we becoming more known and trusted?”
- Random acts of marketing (again and always)
- Panic pivots based on hot takes

2026: clarity, intention over noise. 
Real bets. Real engines.

What about you? 
What’s one thing you’re taking into 2026, and one thing you’re leaving behind?

We can do this!! 💪💫

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The Battle

Liam Moroney

Gwen Lafage 🐝

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Liam Moroney's LinkedIn Performance

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