Your personal brand in corporate matters more than most people realize—especially if you want options, growth, and long-term momentum inside an organization.
When I first started in corporate more than 20 years ago, I thought for sure I wanted to work in marketing. After all, I went to school for it. Because entry-level marketing roles weren’t readily available at the time, I joined an organization in an administrative assistant role.
Once I arrived, I could see how many opportunities existed. I can still hear my manager saying, “Here, the world is your oyster.” That was exciting. At the same time, uncertainty crept in about what I wanted to do and whether people saw me as someone with room to grow beyond that role.
After about a year and a half, I really hoped I would be considered for an entry-level marketing position. I went for it and applied for a marketing assistant role where I felt I checked off many—if not all—of the boxes. In the end, the team selected someone with more tenure and a stronger reputation.
In that moment, it felt like I might never get my chance.
Eventually, I started positioning myself as someone who could add real value to the organization through different stretch assignments. I also joined associate resource groups so I could meet more people and so more people could get to know me.
Without realizing it at first, I was shaping a personal brand—as someone who could help share the company’s stories, connect easily with people, and get the job done.
That way, when the right opportunity came up, I would already be top of mind.
At that point, when I shared my resume, I focused on those same strengths because I knew they mattered for the roles I was pursuing. Leaders were looking for someone who could balance creativity and execution, and that was exactly what I brought.
Over time, I became known for that inside the company. What made those skills so powerful was how adaptable they were across many areas of the organization.
From there, things started moving faster. I met a coworker who later told me about a role that was opening in communications, her role. She was infectious and inspiring, and that move really began to spearhead my career. I remain forever grateful to Michelle.
I continued to grow in my role and kept taking on stretch assignments. I also talked to anyone who would give me the time of day. After about four years, an internal recruiter reached out to me about a recruitment marketing role.
I truly believe that because I had shared my resume with recruiters and leaders, how people talked about me shifted. Instead of being known only as the go-to person to get things done, there was now another layer of strategic development. Leaders started seeing me as someone who understood communications, could tell stories, and genuinely cared about how the company showed up.
My personal brand expanded to include marketing, communications, and employer advocacy. I had become a real champion for the organization.
Later, that same recruitment marketing role evolved into employer branding, managing the company’s reputation through marketing, communications, branding, and people advocacy. I didn’t even know that role existed, and yet it felt like the perfect fit.
Today, I focus my work on employer brand strategy centered on authentic people and real stories—and it still feels like a pinch-me moment when I think about the impact this kind of work can have.
Here’s the truth most people don’t say out loud: you already have a brand.
Every email you send.
Every meeting you speak up in—or stay quiet in.
Every project you raise your hand for.
Every introduction someone makes on your behalf when you’re not in the room.
Every time someone works with you and the experience you leave behind.
That’s your brand.
What this means for you is simple. Being intentional about how you show up inside an organization gives you more control over your career than waiting for your title to do the talking.
The real value is momentum.
When people understand what you’re great at, what you’re excited about, and where you’re headed, opportunities stop being random. They start finding you on purpose—through stretch projects, referrals, recruiter conversations, and internal moves you didn’t even know were possible.
Building a personal brand isn’t about becoming an influencer.
It’s about clarity.
Clarity about what you want to be known for.
Clarity about the work that energizes you.
Clarity that helps leaders place you where you can do your best work.
Whether you’re early in your career, in the middle of it, or thinking about what’s next—your personal brand in corporate is the thread that connects the dots.
A: Not when it’s done well.
Building a personal brand doesn’t mean competing with your employer. It means becoming known for the value you bring. Strong organizations usually support this because it helps employees grow and represent the company well.
Yes.
A strong personal brand becomes even more valuable later in your career. It connects your experience into a clear story, especially if you’re changing roles, industries, or direction.
It usually signals confidence.
Organizations that encourage employees to grow, learn, and develop a reputation beyond one title tend to understand that strong people build strong companies.
A: It looks like raising your hand for projects.
It looks like being thoughtful about how you communicate.
It includes cross-functional work.
It also means being clear about the problems you like solving.
It’s less about social media and more about how people talk about you when you’re not in the room.
A: Yes—because your reputation already exists whether you shape it or not.
A personal brand inside corporate helps people understand what you’re great at, what kinds of projects energize you, and where you want to grow. It makes career moves clearer and opportunities easier to spot.