Inside Amy Frampton’s Marketing Mission

Beyond the Brief: A marketing conversation with Amy Frampton, Chief Marketing Officer at Nava Benefits.

Q: Amy, it’s great to speak with you. To kick things off, could you walk us through your career path? It’s quite a diverse journey that led you to the C-suite at Nava.

Amy: It really has been a winding road, but I think that’s true for a lot of people. I actually started out as a political science and history major and spent six years as a congressional aide. I found there was a lot in common between political communications and marketing, which led me to an agency where we worked with Microsoft.

That role eventually turned into a 10-year tenure at Microsoft, where I worked on the cloud business, back when it was called Windows Azure. It was a fascinating time to be in tech, as we moved from on-premises servers to the cloud. From there, I went to Hewlett Packard to work on their cloud initiatives, then moved into the SaaS world at Smartsheet, where I was during their IPO, and later ran marketing at BambooHR.

Throughout that journey, I learned that I never want to work for a technology company that doesn’t have “super fans” for customers. That passion for customer advocacy is what brought me to Nava Benefits. We’re a brokerage, but our mission is to fix healthcare, and being at a place built to make positive change is pretty cool.

Q: For our readers who aren’t navigating the complexities of benefits, how does Nava differentiate itself in the brokerage space?

Amy: We focus primarily on companies with 50 to 2,000 employees. The reality is that the traditional brokerage model is often broken; it’s a “rinse and repeat” cycle where you get a renewal, maybe a price hike, and not much strategy.

We view ourselves as a co-pilot to HR. We bring together elite consultants and brokers and supercharge them with technology. We don’t add extra fees on top of what companies are already paying; we just do it differently. We help with everything from audits and renewals to cutting costs, which was critical this past year when some premiums jumped 60%. But beyond the financials, we offer a platform that directly supports employees, so HR doesn’t have to field every question about dental fillings or ID cards.

Q: You mentioned the technology aspect. You recently launched HQ. How is that changing the game for your clients?

Amy: Product marketing is near and dear to my heart, and HQ has been a massive focus for us. We launched it as a full platform for both HR and employees. The most impactful piece has been the integration of AI to provide instant answers.

Instead of an HR leader having to dig through carrier documents to determine whether a specific procedure is covered, they, or the employee, can just ask the question and get a personalized answer. We have data showing that we can save HR teams 40 hours a month in most cases. That’s a full work week recovered from administrative tasks. In 2026, our focus is really on driving engagement with HQ, so our clients can realize those time savings.

Q: With the landscape of search changing so rapidly, how are you approaching content visibility?

Amy: We are thinking a lot about AEO, Answer Engine Optimization. We partner with Scrunch AI to analyze what people are looking for and how Answer Engines source that data.

It’s different from traditional SEO and backlinks; it’s about authority. We have started rewriting our key blogs and duplicating some pages to be more third-party-oriented and AEO-friendly. We want to ensure that when these engines look for authoritative content on healthcare brokerage, they are finding us. It’s a day-over-day project, but we are leading the way against competitors who just aren’t focused on that yet.

Q: Looking at your strategy for 2026, what are you doing differently regarding events and demand generation?

Amy: We’re definitely in a “test and learn” mode, especially with AI content. But regarding events, we’re shifting our strategy. We are going to do less with the massive trade shows.

While we will still have a presence at major industry events like SHRM, we’re shrinking that investment to focus on smaller, middle-of-the-funnel events. At a show with 30,000 people, it’s very difficult to have the deep conversations we need to have. We want to do more personalized work, where we can really connect with HR leaders who are ready to hear how we can help them in different ways.

Q: You have incredible customer metrics, a 90 NPS, and 4.8 on G2. How do you maintain that level of customer satisfaction?

Amy: I’m a huge believer that the customer voice is the best way to protect your brand. We are very intentional about it. It’s a “two-in-a-box” partnership between marketing and sales.

When a client renews, and we know they are happy, we ask for that feedback. We also rely heavily on our advisory boards—we have one for customers and one for industry leaders from huge companies like Red Bull and Slack. They review our tech and services before we release them, ensuring we aren’t innovating in a vacuum.

Q: Finally, tell us something people might not know about you outside of the office.

Amy: I moved to Park City, Utah, about six years ago, which was a big change after spending most of my life in Seattle. Living in the mountains, I’ve fallen in love with mountain biking. I actually started doing bike races in my 50s. It’s been a joy to see things on a bike that you just wouldn’t see otherwise.I moved to Park City, Utah, about six years ago, which was a big change after spending most of my life in Seattle. Living in the mountains, I’ve fallen in love with mountain biking. I actually started doing bike races in my 50s. It’s been a joy to see things on a bike that you just wouldn’t see otherwise.

Q: For those who would like to reach out and connect, where can they find you?

Amy: LinkedIn is the best place to reach me. I’d love to talk to folks thinking about marketing in the healthcare space and beyond.