Embedded Tax: How April is Creating a New Category

In this episode of Marketing from the Frontlines, we speak with Fay Scott, VP of Marketing at April, a fintech startup creating embedded tax solutions. Fay joined April at the Series A stage and built their marketing function from the ground up, establishing a category in embedded tax while navigating the challenges of startup brand evolution. Drawing from her psychology background and 12 years in agency work, Fay shares her framework for disruptive brand strategy and explains how she's positioning April to serve increasingly complex tax use cases. Topics Discussed: Creating a category in embedded fintech (embedded tax) Building brand strategy through psychological research and customer segmentation Navigating brand evolution in startup environments Transitioning from agency work to in-house marketing leadership Managing brand positioning during crisis (Robinhood post-GameStop) Targeting unmet needs in complex tax scenarios Brand strategy refresh cycles in startups vs. established companies Risk-taking in marketing campaigns and preparing organizations for polarizing reactions Lessons for B2B Marketers: Prioritize Research for Brand Strategy Development: Fay conducted a 4,000-participant segmentation study of taxpayers to identify specific profiles, unmet needs, and financial behaviors. This data-driven approach informed both product development and partnership targeting in their B2B2C model. Approach B2B Marketing with Emotional Intelligence: B2B buying decisions are highly emotional because stakeholders' jobs and livelihoods are on the line. Rather than focusing solely on features and functionality, elevate messaging to address the emotional aspects of business decisions. Create Category Differentiation Through Three Disruptor Elements: Fay's disruptor brand framework requires: 1) having a clear point of view on the category problem, 2) solving a specific unmet need for a particular customer type, and 3) appearing in unexpected places where competitors aren't present. Recognize Brand as a Business Multiplier: Brand is not just marketing—it's a promise and the external articulation of your strategy. While good products can succeed without strong brands, they operate at "1X." Adding strong branding creates a multiplier effect that attracts stakeholders and creates excitement. Build Brand Strategy for Complex B2B Products: For April's embedded tax category, Fay reframed the conversation from "adding tax services" to focusing on the business value unlocked through tax embedding—customer data insights, deposits, and improved retention. Leverage Agency Experience for In-House Roles: Agency work provides exposure to different industries, mediums, and marketing challenges—functioning like an MBA for marketers. This breadth of experience prepares marketers to handle various challenges when moving in-house. Expect Accelerated Brand Refresh Cycles in Startups: While large companies like IBM might reposition every 10-15 years, startups need brand refreshes every 2-3 years. Be prepared to iterate quickly based on market signals and evolving product-market fit. Prepare Organizations for Brand Risk-Taking: When planning potentially polarizing campaigns, prepare the organization by building a business case based on projected organic impressions and establishing a clear path to convert attention into revenue.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.  www.GlobalTalent.co