At first glance, Marcy Comer’s corner of marketing seems designed to resist a simple sentence. EagleView flies aircraft over properties, captures high-resolution images from multiple angles, converts those views into measurements and three-dimensional models, then applies data and artificial intelligence to questions involving roofs, solar panels, insurance claims, utilities and public agencies. There are easier things to put on a billboard. Comer, EagleView’s Chief Marketing Officer, has made a career out of beginning exactly where the explanation becomes difficult.
Her professional route has crossed advertising, convenience stores, department-store retail, Amazon, cash-back software, apartment services and geospatial technology. The nouns keep changing. The assignment does not: find the practical value inside a complicated system, give it a story and build an organization capable of delivering the promise.
That continuity explains why her ideas can sound both rigorous and mischievous. She talks about attribution models and pipeline in one breath, then asks her team to study a Best Picture nominee in the next. She wants marketers to experiment with AI every week. She also wants them to leave the screen long enough to develop taste. Efficiency matters, but a factory producing forgettable sentences at magnificent speed remains a factory producing forgettable sentences.
The useful view from 7,000 feet
EagleView’s technology starts in the air, but its value lands in remarkably ordinary places. A roofer needs accurate dimensions before ordering material. A solar installer needs shade calculations. An insurer needs to understand property damage after a storm. A local government needs to see how a parcel has changed. A first responder may need an access point before arriving on site. High-resolution imagery becomes useful only after the system extracts the detail that changes a decision on the ground.
How the story travels
A technical chain becomes persuasive when every stage points toward the person making the next decision.
Comer has a tidy definition for the underlying material: geospatial data combines location, land attributes and time. But her marketing advice is to avoid admiring the machinery for too long. Technical businesses easily develop a private dialect. The vocabulary makes perfect sense in the executive meeting and very little sense anywhere else.
“The mistake most B2B marketers make is that they are talking to themselves.”Marcy Comer
Her alternative is almost severe in its simplicity. Assume the audience knows nothing about the company. Begin with what matters to the listener. Earn attention before attempting to demonstrate expertise. The approach carries a consumer marketer’s instinct into an enterprise sale without pretending those sales are identical. A B2B buyer still possesses curiosity, impatience and a pulse.
A career built in translation
Comer earned a Bachelor of Science in Marketing at Syracuse University, including a semester in Madrid. Her early career included Tracy Locke, 7-Eleven and Sears Holdings. At Amazon she helped launch Amazon Supply, the industrial and business marketplace that became Amazon Business. She also worked on Woot, building traffic and leading work across branding, promotion and analytics. It was an education in the marriage of creative judgment and measurable behavior before that marriage became a standard line in every marketing job description.
Then came a different kind of scale. Comer joined Dosh, the Austin cash-back app, as its third employee. She built plans and processes while the organization grew beyond 100 employees, three million active customers and 150,000 merchant locations. Dosh reached the top of Apple’s App Store and raised $97 million in venture funding. The experience gave Comer a close view of how quickly a company can outgrow yesterday’s process.
In 2019 she joined Spruce as Vice President of Marketing. Her remit covered resident and property acquisition, engagement and retention, plus brand, public relations and social media. In May 2021 she moved to EagleView as Vice President of Marketing for Construction and Utilities. Seven months later the company promoted her to CMO for that business, expanding her responsibility across customer growth, geographic expansion and the external brand. She now serves as EagleView’s company-wide Chief Marketing Officer.
Go hear the objection yourself
The title CMO creates altitude. Comer deliberately resists its distance. She tells marketing leaders to accompany a strong sales representative and listen to customers in the unedited setting of a real conversation. A report can summarize pain points. It cannot reproduce the hesitation before an objection, the phrase a buyer repeats or the work-around that quietly reveals what the product should solve next.
“There is no replacement for talking to customers.”Marcy Comer
The same appetite for reality appears in her approach to spending. EagleView has run more than 50 events in a year. Comer’s team watches badge scans, attribution and pipeline, then moves budget away from work that does not perform. Curiosity makes the experiment possible; measurement makes the next decision responsible. She treats trust inside the organization as operating infrastructure. When people trust one another, feedback arrives faster, failed bets teach more and a promising idea does not die while waiting for its ninth reviewer.
That trust was tested during the launch of EagleView One and a corporate rebrand. The team completed both in roughly eight weeks. Instead of allowing every stakeholder to become a permanent member of the approval committee, Comer held listening sessions early. People contributed context. Final decisions rested with her and the CEO. Broad listening and narrow decision rights are not enemies. Used carefully, they spare a company the peculiar misery of a logo approved by exhaustion.
The small-room operating system
- Listen widely before the work hardens.
- Name the few people who hold final decision rights.
- Keep priorities visible and negotiate what leaves the list.
- Measure the outcome while the lesson is still useful.
Taste is the job after the tool
Comer started her career before digital marketing became the default. She remembers what happened to professionals who chose not to learn the new methods. Her warning about AI is direct: people who refuse to upskill will become irrelevant, and marketing teams are unlikely to grow simply because the available technology grows. She expects frequent experimentation and greater efficiency.
Her deeper concern is not an abstract robot arriving to confiscate everyone’s chair. It is a competitor learning faster. That fear produces a more useful response than theatrical panic: test the tools, understand their limits and keep a person responsible for the customer’s experience. More output is not automatically more progress. Automation that damages trust has simply found a quick route to the wrong destination.
Yet the harder she argues for technical fluency, the more insistently Comer defends creative judgment. Her team’s annual virtual meeting around the Best Picture nominees has included a presentation using brutalist architecture to explain a film and a colleague wearing a papal hat for Conclave. The ritual is funny, which helps, but it has a job. Art supplies references that no software tutorial can. It trains the eye and ear to recognize proportion, surprise, tension and emotional truth.
“What will matter most then is the taste and creativity layered on top.”Marcy Comer
Taste can sound suspiciously soft in a budget meeting. Comer’s version is not a velvet curtain drawn across performance. It is the faculty that chooses the promising idea before the numbers exist, then improves it until the audience responds. Data can report which story traveled. Taste helps decide which story is worth telling.
The next useful risk
Comer describes her career as a series of calculated risks and a search for the next complicated build. Her public advice to a new graduate is wonderfully specific. Choose 25 companies. Identify the hiring managers. Follow their work and contribute something more useful than a ceremonial compliment. Then build an AI workflow for a target company and send the document. Arrive with evidence of value before asking for a role.
It is the career version of her marketing philosophy. The audience owes you nothing. Learn their world. Make the benefit concrete. Do the work that earns the next conversation. Once inside, keep learning and be willing to bet on yourself when the assignment looks improbable.
Her own ambitions remain pointed toward building. At EagleView, that means translating a growing library of imagery and property intelligence into products and stories people can use. Beyond the company, she advocates for working mothers and has spoken about wanting deeper involvement with Syracuse University and the University of Texas at Austin. Universities appeal to her as places where students challenge assumptions and where brand investment can be foundational rather than immediately measurable.
There is a pleasing symmetry to the work. EagleView looks down from aircraft to discover detail on the ground. Comer asks marketers to perform the reverse maneuver: rise above the dashboard long enough to see the larger human story, then return to the evidence and make it useful. The instruments matter. So does knowing when to look away from them.