Alright – so today we’ve got the honor of introducing you to Nathan Simpson. We think you’ll enjoy our conversation, we’ve shared it below.

Nathan, thanks for taking the time to share your stories with us today How did you learn to do what you do? Knowing what you know now, what could you have done to speed up your learning process? What skills do you think were most essential? What obstacles stood in the way of learning more?

So much of my journey has been shaped by trial and error. I never had a clear vision of what I wanted to do, and it took me a long time to figure it out. But what I’ve learned is that the process of trying—and sometimes failing—is where the real lessons are. It’s in those moments that you discover what works, what doesn’t, what excites you, what comes naturally, and what requires more effort. Looking back, I’m really grateful for that exploration.

For example, I’ve always loved music, so instead of going to a traditional business school—which I knew would bore me—I pursued music business. But I quickly realized that turning my passion for music into a career might actually take the joy out of it. What I did discover, though, was a love for artist development—the process of building a world around someone, shaping their personality, aesthetics, and creative direction. The challenge was that I had no idea how to turn that into a career.

Coming from a small island like Barbados, jobs in the creative industry weren’t really talked about, let alone encouraged. The focus was always on traditional paths like business, finance, law, and entrepreneurship. And while I respect all of those, there was little emphasis on creative fields—especially for men. So after leaving music business school, I ended up working in the automotive industry on the sales floor. It was a tough environment for me, especially as a naturally shy person in my early 20s. But in hindsight, learning the psychology of sales was one of the most valuable experiences of my career. It forced me out of my shell, taught me how to meet strangers with confidence, and showed me the power of asking the right questions to understand people’s needs. Even though I now work in marketing, I consider sales to be the foundation of everything I do—many of my biggest client wins can be traced back to that skill.

Eventually, I moved into the marketing department of my family’s multi-franchise car dealership, and that’s where everything clicked. I realized that what I had once loved about music—helping shape an artist’s identity—was the same thing that excited me about branding. The best brands are like people. They have personalities, opinions, good days, bad days. Sometimes they’re misunderstood; sometimes they’re loved by everyone. And if you can capture that energy, build experiences around it, and allow consumers to connect with a brand on a personal level, there’s incredible power in that. That realization set me on a new path—one I had never even heard of at the time: experiential marketing.

Thanks to Google, I started researching agencies in New York and found one that intrigued me. I figured I’d try to get an internship for the summer, see what I could learn, and worst case, bring that knowledge back home to build something of my own. Seven years later, I now run my own creative agency, FOAM, and I’ve been fortunate to work with brands like Gucci Beauty, Sephora, Marc Jacobs, and Burberry.

One of the biggest obstacles along the way was my own self-doubt. I always had big ideas and ambitious concepts, but stepping into a city full of well-established professionals was intimidating. For years, that fear held me back from really pushing to the next level. I even had a creative director tell me I simply wasn’t as creative as I thought I was and that I should stick to production. That comment stuck with me for a long time. But today, I feel validated not just by my work, but by the trust of clients, peers, and mentors who see my vision and my ability to execute it. And ironically, I did learn production too—because understanding both the creative and execution sides of a project has been key to my success.

If I could have sped up my learning process, I would have trusted myself sooner. I would have spent less time second-guessing and more time building. But every experience—music, sales, marketing, even the rejection—was part of the process that led me here. And for that, I wouldn’t change a thing.

Great, appreciate you sharing that with us. Before we ask you to share more of your insights, can you take a moment to introduce yourself and how you got to where you are today to our readers.

Hello! I’m Nathan Simpson, a 30-year-old native of the beautiful island of Barbados. My heritage runs deep, with both sides of my family rooted there for multiple generations. While Barbados remains close to my heart, I’ve been residing in New York City for the past seven years, a city that has profoundly influenced my personal and professional journey.​

About three and a half years ago, I founded FOAM, a creative agency dedicated to crafting luxury experiences and connections. The inception of FOAM was inspired by the evolving landscape of experiential marketing in a post-pandemic world. During my tenure at a major tech company in 2021, I observed a growing fatigue with virtual events and a strong desire for in-person interactions. This insight led me to envision an agency that seamlessly integrates technology with live experiences, enhancing storytelling and audience engagement.​
foamcreative.com

At FOAM, we pride ourselves on our art-forward ethos, ensuring that every experience not only captivates the senses but also elevates artistic expression. Our offerings include marketing strategy, content creation, events and experiences, and influencer and talent marketing. We believe in thoughtful engagement, pioneering undiscovered realms, and forging deeper connections through the transformative power of art and culture. ​
foamcreative.com

What sets FOAM apart is our commitment to partnership. We don’t see ourselves as just another agency; we aim to be an extension of our clients’ teams. By conducting thorough research and understanding each brand’s unique position, we tailor our strategies to not only meet but exceed expectations. Our curated, boutique approach has carved a niche in the luxury beauty space, allowing us to focus on the intricate details that form the foundation of memorable experiences.​

I’m particularly proud of our ability to be strategic problem solvers. At FOAM, we embrace challenges with enthusiasm, always striving to find solutions rather than settling for a “no.” This mindset has fostered deep trust with our clients, as they know we are dedicated to bringing their visions to life, no matter the obstacles.​

In essence, FOAM is more than just a creative agency; it’s a testament to the power of blending art, culture, and strategic thinking to create unparalleled experiences. We look forward to continuing our journey, partnering with brands that share our passion for innovation and excellence.

Do you have any insights you can share related to maintaining high team morale?

Managing a team in a service-based, creative industry comes with unique challenges—tight deadlines, high client expectations, and the intense mental energy that goes into ideation and execution. A lot of what we do isn’t just physical labor; it’s the value of thought, creativity, and problem-solving—things that are often intangible and, unfortunately, sometimes undervalued.

There are moments of extreme highs—when we win a pitch, pull off an incredible event, or see our ideas come to life—but there are also moments that feel like rejection, when a concept doesn’t land, a rendering doesn’t sell, or a client simply doesn’t “get it.” Managing a team of creatives means navigating that emotional rollercoaster while maintaining morale and keeping the energy alive.

One of the most important things I try to instill in my team is that creativity is subjective. Just because someone doesn’t understand or approve of a vision doesn’t mean it was a bad idea. Even if it wasn’t the right fit, that doesn’t mean it wasn’t valid. I encourage my team to detach their personal value from external validation and to see every challenge as an opportunity to refine, adapt, and push forward.

I also believe leadership isn’t about just giving orders—it’s about action. I make it a point to be transparent about how I process feedback, how I handle obstacles, and how I manage my own frustrations. I want my team to see that I don’t have all the answers all the time, and that’s okay. Vulnerability in leadership fosters trust, and I’d rather create a culture where people feel safe, supported, and encouraged than one where they feel afraid of failure.

More than anything, I lead with gratitude. I know how lucky I am to have such an incredibly talented team, and I make it a priority to remind them of that. Mutual respect is everything—without it, nothing works. I don’t believe in hierarchical distance; I believe in collaboration, accountability, and treating people as partners, not just employees. And yes, I probably apologize 100 times a week—but I see that as a strength, not a weakness. Owning mistakes, being real, and showing up for my team in an honest way has built the kind of culture I’m proud of, one where people feel valued and empowered to do their best work.

At the end of the day, keeping morale high in a fast-paced, demanding industry is about balance—balancing creative passion with realistic expectations, balancing celebration with learning from setbacks, and balancing leadership with humility. And if you can get that balance right, the work becomes even more fulfilling, no matter the challenges.

Any stories or insights that might help us understand how you’ve built such a strong reputation?

Building my reputation in this industry has been a journey shaped by trust, partnership, and the belief others had in me—sometimes even before I had it in myself. I wouldn’t be where I am today without the incredible teams at the brands we’ve worked with who took a chance on me when FOAM was still just an idea. Their willingness to trust my vision and my ability to deliver—even when mistakes happened and things got messy—pushed me to the next level time and time again.

I have to give a special shoutout to Maya Yearwood, an incredible brand strategist and marketer, who was my very first client at FOAM during her time at FILA. At a point when I was still figuring out if this dream could be a reality, she saw something in me and gave me the opportunity to prove it to myself. Working with a brand like FILA was a turning point—it showed that my small business could not only hold its own in the corporate world but also contribute to a brand with a massive reputation and millions of eyeballs on it. That opened doors I couldn’t have imagined.

I also have to acknowledge my creative partner and FOAM’s Executive Creative Director, Darcy Barber. Darcy brings years of experience in the fashion industry, and her presence has elevated the creative side of FOAM in ways that I could have never achieved alone. She’s my true creative counterpart—working with her doesn’t feel like work, it feels like world-building, storytelling, and pushing ideas to their highest potential. Her perspective and wealth of knowledge have been invaluable, and I’m beyond grateful for her partnership.

So, to sum it up—I owe my reputation to the people who believed in me, collaborated with me, and helped shape FOAM into what it is today. Relationships and trust are everything in this industry, and I don’t take that for granted for a second.

Contact Info:

• Website: foamcreative.com
• Instagram: instagram.com/natesimpson