Raising the Brand with Kelly Wiarda, Head of Marketing at Grand Ventures
Welcome to Private Equity Marketeer’s Raising the Brand, where we highlight the creative minds and strategic thinkers redefining how private market firms connect with their audiences, build trust, and tell their stories.
Today we’re sitting down with Kelly Wiarda, Head of Marketing at Grand Ventures. Kelly joined the firm in 2022 and has been instrumental in shaping how Grand Ventures shows up, from its brand identity to how it engages founders, LPs, and the broader startup ecosystem.
With a background spanning nonprofit work, live events, and brand strategy, Kelly brings a uniquely relational and intentional lens to marketing in venture capital. Her role bridges the creative and the operational—from managing messaging and events to executing the daily efforts that keep a growing fund top-of-mind.
We spoke with her about what it’s like building a brand at an emerging firm, her transition into VC, and the advice she’d give other marketers stepping into the private markets world.
-
Head of Marketing at Grand Ventures, joined in 2022
15+ years experience spanning special events, project management, and marketing
Passionate about travel, family, and discovering new places
Building a Brand with Intention
Grand Ventures is a newer name in the venture capital space. How do you approach brand-building for an emerging firm, balancing consistency with the need to stay flexible?
Kelly: First, I would say marketing is as much about adapting as it is about planning. Especially now, as AI changes how we work, it’s essential to adapt and stay relevant. A marketer’s job is always evolving as their toolkit develops, so it’s equally as important to have a strategy as it is to be willing to pivot and iterate along the way.
At Grand Ventures, we’ve seen this firsthand. We started with two founding partners in Fund I, and over time have grown to four GPs and a team of seven. As our team and investment focus evolved, so did our story. That’s why we refreshed our brand to reflect who we’ve become and where we’re headed. But throughout that process, we were intentional about maintaining consistency in our visual identity and name. We didn’t change the logo or look dramatically, because we wanted to preserve the trust and recognition we’ve built so far.
We’ve built a clear brand identity - then layered in thoughtful marketing to activate it across founder, investor, and community touchpoints. For us, brand-building is about being both clear and current - while giving people a sense of familiarity every time they engage with us.
Developing a signature style
Every firm eventually develops its own ‘signature’, whether that’s a content series, a design look, or a tone of voice. Have there been specific things you’ve tried to make Grand Ventures feel recognizable across platforms?
Kelly: Absolutely. At Grand Ventures, we’ve been intentional about creating a brand that’s both ambitious and deeply supportive - because that’s who we are. We’re invested in more than just capital; we bring our time, expertise, and network to help founders build category-defining companies, especially in regions that are often overlooked.
That’s reflected in how we communicate across every platform. Our tone is clear, calm, and confident—never flashy or ego-driven. Visually, we’ve tried to keep things familiar, too. Our name, logo, and description have remained steady by design—so when people see us, they know what we stand for: trust, access, and care.
We’re also growing our presence through real relationships. Whether it’s thoughtful introductions, regional happy hour events, or LP meetings, we’re creating spaces where people feel supported, seen, and connected. In a space that often feels fast and loud, we’re becoming known for something different: being present with care and conviction.
The Role of Content
From website updates to investor communications, what kind of content has been most valuable for Grand Ventures so far? How do you prioritize where to invest time and budget?
Kelly: Each year, we take time away as a team to strategize our annual goals. VC has seasons of raising funds and then deploying them. Depending on which season we’re in, we tailor our marketing efforts to align with those goals and use our time and budget effectively.
For example, after raising our $50M Fund II in October 2023, we have been actively seeking amazing founders and companies in our core sectors. Our marketing efforts are aligned to fill our pipeline with opportunities to meet, interact and win the best deals.
At the same time, we always want to grow and nurture our connections with investors, so we have key initiatives to develop those, too.
Small Team, Big Impact
Unlike larger firms with dedicated teams for everything from video to social, many smaller funds have one person running the full marketing show. What advice would you share with marketers at similar-sized firms about managing priorities and resources?
Kelly: My best advice would be: you can’t do it all—so focus on what you do well.
In marketing, it’s easy to see other firms launching a great podcast, video series, or social campaign and feel like you need to keep up. But trying to chase everything often comes at the expense of quality in the areas that matter most.
That’s why I think it’s so important to stay focused on what feels authentic to your team—and realistic for your capacity. Explore new channels when it makes sense, but don’t be afraid to double down on the few things you can do exceptionally well. In a smaller firm, clarity and consistency often win over volume.
Events and In-Person Storytelling
Given your background in events, how important are in-person touchpoints - conferences, investor meetings, local community events - in Grand Ventures’ marketing strategy? How do you make those moments count?
Kelly: This is a great follow-up to the last question. One of the main reasons I was brought onto the team was to lead our Annual Meeting—a key touchpoint for our LPs and portfolio companies. While it’s technically a requirement for VC firms to provide annual reporting to investors, we’ve made it much more than that. It’s become one of the most valuable moments of the year to connect in person, celebrate progress, and deepen relationships—and it’s something that simply can’t be replicated digitally.
Events like that are a natural fit for me, given my background in live experiences. While there’s a lot of planning and logistics involved, it’s where I thrive—and it’s been a powerful way for us to build community around the firm.
Outside of our Annual Meeting, our team travels often—to industry conferences, speaking engagements, investor meetups, and regional ecosystem events. These face-to-face moments have been invaluable as an emerging fund: they help us meet founders, strengthen our reputation, and stay top of mind with co-investors and partners. In a relationship-driven business like venture, face-to-face connection still matters—and we try to be intentional with every opportunity.
Earning Internal Buy-In
What’s been your approach to getting investment professionals internally to participate in marketing efforts, whether that’s contributing to content, speaking at events, or sharing updates?
Kelly: Our investment team is used to communicating in numbers and outcomes—so I’ve learned that the best way to get buy-in is by tying marketing efforts to measurable outcomes. If I can show how a strategy supports pipeline growth, LP engagement, or brand credibility in the market, I’m much more likely to get alignment.
That said, teeing them up for success is always appreciated, too. I try to make participation easy and valuable for the team—whether that’s prepping talking points for an event, drafting content on their behalf, or sharing clear results from a recent campaign. When they see the impact and feel supported, they’re more likely to lean in.
Private Markets, Public Channels
Many private market firms still hesitate around social media. How does Grand Ventures use platforms like LinkedIn today and what’s worked (or not worked) so far?
Kelly: I understand why many private market firms are hesitant to lean into social media. It can feel overwhelming—keeping up with platforms, learning the algorithms, and dedicating time to monitor and engage meaningfully all take real effort. It’s not something you can do halfway.
At Grand Ventures, we’ve found success by treating our website and our social media channels as two distinct but complementary tools. Our website serves as a static, trusted source—where people can clearly see who we are, what we do, and who we invest in. Social media, especially LinkedIn, is where we showcase a bit more of our personality. It’s dynamic, more personal, and allows us to celebrate portfolio wins, highlight events, and stay connected to what’s happening in the ecosystem.
Navigating Growth
As Grand Ventures scales, how do you see the firm’s marketing evolving? Are there specific areas, like thought leadership, digital advertising, or private wealth, that you’re particularly focused on growing?
Kelly: As Grand Ventures continues to grow, our marketing strategy is evolving right alongside it. Early on—before I even joined the team—there was foundational branding and identity work happening to define who we are and how we want to grow as a firm. Since then, we’ve focused on strengthening the team, deepening our expertise, and expanding our network across the ecosystem.
One area I’ve especially focused on is partnerships. As a small team, we know we can’t do everything ourselves—so we’re establishing relationships with individuals and companies who bring meaningful value to our LPs and portfolio companies. Whether it’s co-hosting events, creating useful content, or offering specialized support, these collaborations help us scale our impact while staying true to who we are.
Lessons from Outside VC
Before Grand Ventures, you worked across a variety of industries. What’s one lesson from that world that’s been surprisingly useful in the venture capital environment?
Kelly: I’ve been surprised by how many skills from other industries have transferred into venture. At the end of the day, marketing is about understanding your audience and delivering the right message—and that’s true whether you’re working in nonprofits, events, or VC. The context shifts, but the core discipline stays the same.
One lesson that’s been especially useful is around fundraising. In both nonprofit work and venture capital, you have to clearly communicate value and build trust with funders—whether they’re donors or LPs. The terminology might differ, but the heart of it is the same: knowing what matters to your audience and speaking to that with clarity and conviction.
Advice for Emerging Fund Marketers
If you had to offer one piece of advice to someone just stepping into their first Head of Marketing role at an emerging private markets firm, what would it be?
Kelly: Listen and learn. Don’t come in trying to prove yourself right away. Instead, focus on asking great questions and understanding the firm’s priorities, culture, and the audiences they want to reach.
The most impactful marketing starts with context—what’s working, what’s not, and where there’s real opportunity to add value. When you take the time to listen first, you not only develop a more informed strategy, but you also earn the trust and credibility to lead it.
Marketing in VC may look different from firm to firm—but if you lead with curiosity, clarity, and care, you’re bound to bring impact.
Bonus Question: Favorite Brand
Looking beyond the private markets, what’s your all-time favorite brand and why?
Kelly: This is a hard question, as I admire a lot of brands for different reasons, but one that immediately comes to mind is Nike. Ever since I was a kid, the swoosh symbol has been an icon representing excitement, defining what is cool, and giving us permission to conquer our fears and “Just Do It!”. That—on top of their world-class storytelling—makes them a brand that I will always admire. Both personally and professionally, these themes have inspired generations to have courage, take risks, and celebrate life.