Why I Call Myself a Strategist
I didn’t always introduce myself as a strategist. For years, I thought it was just second nature to think a few steps ahead, to connect patterns, and to map out possibilities. I didn’t recognize it as a skill. To me, it felt normal, like breathing. But as I grew in my career, I learned that not everyone works this way. And that realization reshaped how I see myself and how I show up in every space I’m part of.
Early Lessons in Chaos and Clarity
One of the first professional environments I was in taught me how quickly things can unravel when strategy is missing. Decisions were often made reactively, without much thought about the long-term impact. Projects launched quickly, but goals weren’t always clear or aligned across departments. The creativity was there, but the structure was not. I remember the frustration of watching great ideas lose momentum simply because no one stopped to ask the bigger questions: What are we really trying to achieve? How will we know if this worked?
That time showed me what constant motion without direction looks like. It also showed me the value of slowing down. Not slowing down in a way that halts progress, but slowing down with intention: to think, to question, to plan. That shift was when I began to fully embrace the fact that I wasn’t just a “planner” or “detail-oriented.” I was a strategist.
Through these experiences, I started to see the difference between leading in the moment and leading with foresight. A strategist evaluates a moment and considers how today’s choices will ripple into tomorrow. I’ve learned that being a strategist isn’t about predicting the future. It’s about understanding the present so deeply that you can imagine the possibilities ahead with clarity. It’s about pattern recognition, foresight, and being willing to test ideas before they become decisions that shape people, organizations, and outcomes.
Strategy in Practice
For me, strategy has never been limited to one setting. I’ve brought it into every area of my work:
When I started my live audio business, I had to learn how to run sound for events and build a reputation that people trusted. Strategy meant thinking about how one successful event could lead to a long-term relationship, and how to differentiate myself in a crowded field.
At Roberta’s Art Gallery, strategy meant planning exhibits and was about creating experiences that drew people in, crafting stories around the art, and making the gallery a place of connection. Every decision, from the type of exhibit to the press releases and social media content, had to be tied to a larger vision of growth and engagement.
In my graduate studies, strategy became the backbone of every research project. Whether I was analyzing music as a marketing device or unpacking health communication theories, I learned how to use data to connect the dots between theory and practice. I leaned into my ability to see the bigger picture and translate it into action.
And now, as I’ve grown into roles focused on nonprofit, social media, and communications, I find myself returning to the same principles: know your audience, define your objectives, measure your progress, and make decisions with intention.
What Strategy Really Means to Me
To me, being a strategist means creating a thoughtful roadmap for action. It means asking the hard questions before rushing into execution. Who is this for? Why does it matter? What impact are we trying to create?
Audience research, for example, is the foundation of every meaningful plan. If you don’t understand your audience (their values, challenges, and motivations), you’re just guessing. A shiny campaign without that foundation won’t land. But when strategy is rooted in real data, clear objectives, and differentiation, it creates results that last.
I’ve also learned that strategy is not about chasing trends or checking boxes. It’s about differentiation. What sets this message, brand, or campaign apart? Why should people care? Answering those questions takes time and courage, but it’s what separates noise from impact.
Why I Claim the Title “Strategist”
I call myself a strategist because I care about asking the right questions. I’ve seen what happens when people skip over the “why” and jump straight into the “what.” I don’t want to build things that just look good on the surface. I want to build things that last, that connect, and that make a difference.
Strategy, at its core, is about zooming out. It’s about seeing the whole picture, the people, the patterns, the possibilities, and then having the courage to shape it. It’s not the flashiest role, and sometimes it requires patience, but it’s what allows creativity and vision to actually take root.
That’s why I call myself a strategist. Because for me, it isn’t just a skill. It’s how I live, work, and create.
