ACAMS Today sat down with Clare Carr, vice president of marketing, leading the global marketing team at ACAMS. Prior to ACAMS, Carr worked in marketing at early-stage start-ups, most recently as the vice president of marketing at Chief, a leadership network for executive women.

Carr has built marketing teams for mission-driven organizations spanning sectors including renewable energy, software and analytics, and education. She is the board chair for Forge, a nonprofit that provides college students with practical skills and internships that help them make the leap out of school and into a career.

She is based in Washington, D.C., with her husband and two children.

ACAMS Today (AT): What drew you to work for ACAMS?

Clare Carr (CC): ACAMS stood out to me right away because of its alignment between mission and business goals. ACAMS’ global impact, the trust it has from the anti-financial crime community and the integrity of its leadership team convinced me that it was a place where I could align my personal values to my professional skills.

I also saw an opportunity to help shape our company’s story during a time of rapid technological change. I recently read an article where the author noted that when marketing is done well, it makes its audience feel seen, heard and recognized. I wanted the opportunity to make the people in the ACAMS community feel seen, heard and recognized through our work.

AT: Can you describe a typical day in your role as vice president of marketing for ACAMS?

CC: A typical day involves learning more about our team, our colleagues and our community―and then connecting that to how we can better communicate the value ACAMS provides in supporting their work. One thing that has surprised me is that almost every day I hear a story that inspires me. Whether it’s the story of someone who was a victim of financial crime who chose to join the effort to stop it, or someone who made incredibly critical decisions that ended up saving lives, the lived experience of our community is incredible.

This industry works tirelessly, often behind the scenes, to prevent harm before it happens. That kind of work rarely gets the recognition it deserves, but this community shows up every day to do it because they know how valuable it is. I want to make sure that our marketing and communications efforts celebrate their role, their impact and help them understand how ACAMS can help them continue to achieve more, even in a world that is changing every day.

To view a video highlighting the updated Certified Anti-Money Laundering Specialist (CAMS) certification program, click here.

AT: Can you share your experience with leading marketing teams and collaborating with cross-functional departments and how this has contributed to your career success?

CC: One principle I always return to is: “The story is the strategy.” As a marketing leader, I believe our most effective work begins with clearly defining the story of the company: why it exists, who it serves and how it creates value for them. But we cannot shape that narrative in isolation. To get it right, we have to work across departments to understand what is being built, why it matters, who it is for and how it delivers value.

Throughout my career, I have partnered with engineers, data scientists, journalists, finance teams, researchers and community leaders. Each of those experiences taught me to stay curious about how others experience a company and a brand and how they learn and engage with information. At ACAMS, that mindset is critical. We have a wealth of content, insights and training―much of which our members do not yet fully realize is available to them. My team is focused on surfacing that value, using collaboration, technology and storytelling to deliver the right information to the right people at the right time.

AT: What digital tools or platforms would you like to implement to assist with user engagement?

CC: Having worked in media during the shift from print to digital, I saw firsthand how disruptive new technology can be. Too many organizations waited too long to respond, and they often made decisions based more in their hopes and beliefs than grounded in data. That experience shaped my belief in proactively embracing change and using it to give you a strategic advantage.

One reason I was drawn to ACAMS is the leadership team’s readiness to engage with emerging technologies like artificial intelligence before it is urgent. At the same time, I encourage my team to focus on what is strategic and truly helpful―and not get distracted by what is shiny and new. That starts with understanding what our users need, then designing solutions that support those goals. It is not about chasing trends; it is about using technology to deliver value. There is going to be much more to come from ACAMS in this space over the next six months and beyond.

AT: What are you most looking forward to working on during the next year?

CC: I’m most excited about driving meaningful change―whether for my team, for ACAMS or for the broader industry. Change is never easy. While we often talk about its importance, the reality is that stepping into and sometimes pushing others into the unknown or championing a new and different idea takes guts and can be isolating. During my time at Chief, a leadership network for women executives, I learned how essential it is to be bold and trust your instincts, especially in moments of uncertainty. This year, I’m looking forward to leaning into that mindset and I’m excited to see what happens when we push for progress even through discomfort.

AT: What do you like to do in your spare time?

CC: I am a novice gardener and a semi-decent elementary school cross-country coach. I plan excellent children’s birthday parties, impromptu snow day events and neighborhood happy hours. I probably spend too much time on LinkedIn, convincing myself it counts as professional development.

Interviewed by: ACAMS Today editorial, ACAMS, editor@acams.org