Shaping Messaging and Market Strategy with Joyce Arias

Joyce Arias leads marketing at EcoMap. She has helped define how we communicate with customers across sectors, from small ESOs to statewide networks. Her approach to messaging is shaped by her experience as both a founder and a strategist. She knows what it takes to build trust, and she brings that same lens to every campaign, product launch, and story we tell. In this conversation, she shares how she thinks about clarity, connection, and what it means to truly support the people doing ecosystem work.

You’ve built brands from scratch, both for your own company and now at EcoMap. What do you think makes a brand feel authentic and durable, especially in a space like ecosystem tech?

Authenticity comes from alignment between what a brand says and what it actually does. That’s especially important in ecosystem tech, where trust and relationships are everything. It’s not just a value we talk about, it’s something that’s built into the product itself.

I was in a meeting recently where we were talking about the importance of making relationships visible across an ecosystem. That mirrors how I think about branding. It’s not just about having a clean logo or good messaging. It’s about making sure the brand reflects the work and the people it supports.
People notice when there’s a gap between the message and the reality. A brand that lasts is one that can grow and evolve but still stay rooted in its mission and values.

I’ve seen that on both sides, personally and professionally. When a brand listens as much as it talks, it earns the right to be in the space.

EcoMap supports a wide range of customers. How do you think about building a message that speaks clearly across that spectrum?

I always start by understanding the pain point. What is this person actually dealing with, and what do they need?

At EcoMap, we work across a lot of different environments, including state agencies, local ESOs, small nonprofits, and universities. Each one has its own complexity. The audiences are different, but the approach is the same. I try to get clear on what problem we’re solving for them.

Once I know that, it’s easier to tailor the message based on role, industry, or use case. The question I come back to is, why would this product make their job easier?

That’s what I try to communicate. Not just what the product does, but why it matters to them, in their context, right now. And I ask myself, if someone read this with no background in tech, would they walk away understanding how it helps? If not, I need to keep working.

You’ve led a full rebrand, shaped product messaging, and launched campaigns. What’s been the most rewarding or challenging part of evolving EcoMap’s marketing strategy?

The most rewarding part has been seeing how much things have shifted. When I first joined EcoMap years ago, we were focused on educating people around what is ecosystem mapping, who is EcoMap, and why does this matter?

Now we’re hearing, “We need EcoMap!” That shift means the work we’ve done to define the category and build recognition is paying off. We’re not starting from scratch anymore. The conversations are more focused on how we can support someone’s goals, which makes the work more exciting.

The biggest challenge is simplifying the message without oversimplifying the value. These are complex products, and the impact is real. You want it to be easy to understand, but not watered down. If you make it too simple, people think that’s all it does.

So we’re always working to strike that balance. Clear, but not shallow. Simple, but still powerful.

You’re a founder yourself. How does that experience influence how you approach storytelling and positioning here at EcoMap?

I’ve lived through the grind, the pressure, and the passion! I know what it’s like to feel overwhelmed while trying to find support. I’ve been on that side of the table. That gives me a lot of empathy.

When I talk to customers, I’m not just selling a product. I’ve been in their position. I know what it’s like to not have time for fluff or vague messaging. That mindset helps me make sure every campaign and product launch speaks directly to real problems and real outcomes.

I always push myself and the team to go one step further than the feature. What does this actually do for the person using it? How does it make their job easier or their work more sustainable? That’s what I care about getting across.

EcoMap’s “Ecosystem Talks” webinars have become a go-to series for ecosystem leaders. How do you think about curating the topics and speakers, and what makes a session feel timely or valuable to your audience?

We pay attention to what people are talking about. Whether it’s something we’re hearing in sales calls, customer check-ins, trade shows, or internal conversations, we look for themes that keep coming up.

Then I try to identify people who are doing the work, not just talking about it. That’s what makes a session strong. These are folks who understand the challenges and are willing to share how they’re tackling them.

We also prioritize diversity of geography, background, and sector because ecosystems don’t all look the same. We want to reflect that range.

One recent example was our Host City Huddle webinar, which focused on how cities prepare for major global events like the Olympics or the World Cup. That kind of moment can shape investment and collaboration across an entire region, and we saw strong interest because so many communities are thinking about activation at that scale. 

I always come back to our customers. If they’re hearing something again and again, or running into a challenge, chances are others are too. The goal is to make each Ecosystem Talk feel useful and relevant, whether you’re in a city office or a regional nonprofit.

EcoMap’s products are powerful, but not always easy to explain on the first pass. What’s your process for distilling complexity without flattening the value?

I start with the outcome. What does success look like for the person using this tool? Then I work backwards to explain how the product gets them there.

We use visuals and customer stories to make things more tangible. But I also run messaging by people who aren’t in tech because if they understand it, we’re probably on the right track.

A lot of times, the person evaluating the product and the person using it every day aren’t the same. So we have to make sure it lands with both. Internally, we’ll do a pass with people across departments to make sure the message is working for different types of users.

You’ve said inclusive storytelling isn’t a tactic, it’s a responsibility. How do you bring that philosophy into your work at EcoMap?

It’s how I work. It’s how I see the world.

That shows up in the language we use, the design choices we make, and the customer stories we choose to highlight. It’s about asking whose voices are being heard and whose stories are missing.

Most ecosystems are already diverse. There’s no single “type” of user or experience. So we have to reflect that in everything we produce. It’s not about checking a box. We are building something that more people can see themselves in.

The public sector has its own rhythms, language, and decision-making processes. What have you learned about marketing to government audiences or grant-funded partners?

You can’t rush trust. These organizations often have longer timelines, more people involved, and stricter budgets. They also have more pressure to justify their decisions.

I try to focus on what will help them make the case. Whether that’s a one-pager, a case study, or a walkthrough that connects the product to their goals, it has to help them explain why this matters.

I’ve been on calls with ten or twelve people from one department. That tells you how seriously they take the decision. Our job is to meet that level of care and match it with support that’s clear and helpful.

What’s something you think marketers in tech often get wrong when trying to reach mission-driven or government-adjacent audiences?

They tend to lead with features and then move too fast.

In tech, we’re used to launching quickly and iterating. But that’s not how these organizations work. They need to see how a tool supports their mission, fits their team, and can be sustained over time.

If we only talk about what’s new or cool, we miss the chance to show how it actually helps. These audiences don’t care about flash. They care about fit.

When you think about the EcoMap brand a year from now, what do you hope people feel when they see or hear it?

I hope they feel seen.

Whether it’s an economic developer or someone running a small ESO, I want them to feel like someone finally understands how hard this work is and built something to support it.

I want EcoMap to feel like a true partner. Not just a platform, but something they rely on. I want them to feel clarity and trust.

If they hear our name and think, “They get it!” then we’ve done our job.