Ask a Marketing Executive: Christina Vanecek of Sagility

For the latest edition of our Ask a Marketing Executive series, we had a great conversation with Christina Vanecek, the Vice President & Head of Marketing of Sagility, a rapidly growing healthcare-focused company. Her emphasis on curiosity, adaptability, and building bold initiatives were strong themes.

How did you get your start in marketing?

I got my start in marketing through the public sector, which is fairly common for anyone who has lived in D.C. After graduating from George Mason University during a tough job market, I took a role with an 8(a) government contractor that supported the Department of Homeland Security (DHS). While I didn’t love the role, it introduced me to public-sector marketing.

From there, I joined a boutique management consulting firm near the White House, which truly launched my career in government marketing. I later moved to PwC, where I worked in the federal, state, and local sectors, gaining both U.S. and global perspectives on public-sector marketing.

I’ve always been drawn to the mission-driven nature of public-sector work, and even in my current role—my first outside of a dedicated B2G position—I find myself leveraging that experience, particularly as we expand into the Medicaid space.

You recently joined Sagility as their Head of Marketing. What attracted you to the organization?

I was drawn to Sagility because of its ambitious growth strategy in the healthcare sector. As a divestiture that is now actively acquiring companies, Sagility has a clear vision to become a leading player in the industry. My role is positioned as a changemaker, giving me the autonomy to build teams, refine core functions, and drive bold initiatives.

I thrive on creating structure from the ground up, translating strategy into business value. While I’ve only been here since January, the support and enthusiasm from the team have been incredible. Our CEO truly sees marketing as an investment rather than a cost center. We’re focusing on innovative approaches, measuring ROI, and evolving together. It’s an exciting time, and I’m eager to see where we’ll be in six months.

The government space can be challenging. How are you and your team navigating the uncertain landscape?

I have always believed that companies operating in the government space should remain politically agnostic. The landscape is constantly shifting, whether it is DEI initiatives being scaled back or broader economic pressures. The idea of doing more with less has persisted for decades.

The key is to stay focused on providing real solutions. Organizations marketing to the government can no longer rely on broad brand awareness. Your approach has to be highly personalized. Decision-makers want to know that you understand their challenges and can genuinely solve their problems. This approach transcends political fluctuations and keeps the focus where it belongs: on delivering value.

Switching to your team, what is the one skill you want everyone to have?

The skill I value most on my team is curiosity. I’ve found that people who are eager to learn and truly want to understand the details are often the best marketers I’ve worked with. Curiosity drives them to go beyond just doing their jobs; they dig deeper, adapt, and find creative solutions.

While it’s important to set boundaries and stay in one’s lane, I believe in being a marketing generalist because I love tinkering and figuring things out. I’ve seen that people with a similar mindset thrive in ambiguous environments. In professional services, you must be agile as the business evolves, and curiosity is key to adapting and solving problems. It’s not just about having a list of degrees or professional training. While those are important, it’s about having a continuous drive to learn and innovate.

What is your go-to interview question when you’re hiring a new member of your team?

My go-to interview question is typically, “What’s your superpower?” I ask this because I don’t want to be the smartest person in the room when I’m building a team – especially a leadership team. I want to surround myself with experts in their respective fields.

My superpower is knowing the business inside and out. While many marketers focus on the surface, I dive deep into sales and operations. At Gainwell, my former company, we discussed ways to engage more aggressively in the federal space, in which I leveraged my expertise from my years at PwC. Nuances like whether we needed a cost accounting system, or a lobbying arm were opportunities that I identified early – clearly outside of any traditional marketing roles and remits.

Understanding the intricacies of federal contracting, analyzing contract vehicles, and managing analyst relations are often outside traditional marketing roles, yet they feed into it. In my view, the voice of the customer should be as integrated into marketing as any other function. So, I ask candidates what drives them and makes them an expert in their fields.

What show are you currently streaming?

I’ve been on a bit of a binge lately. I really loved the Jake Gyllenhaal show Presumed Innocent. That one was fantastic. I also just started Silo — during a solid eight hours of flights! I’m about halfway through, and it’s very compelling. It’s a bit dystopian, so, with everything happening in the world right now, it feels a little heavy. But the writing is incredible.

What would be your dream job if you weren’t doing what you do?

Well, I guess it depends on whether I win the lottery. So, let’s assume I did. I’d open a taco truck that doubles as an animal rescue. I’d combine all of my favorite things—tacos and saving dogs.  I’d drive up to the beach, park there, and have dogs playing around while I make pico de gallo all day.