From Party Hats to the Boardroom: The Evolution of Marketing's Role in Business

Marketing has come a long way since I first stepped into the industry 28 years ago.

Reflecting on my journey, I’ve witnessed incredible shifts in how marketing is perceived and valued - or in some cases, undervalued. From being dismissed as the "party hats and balloons" department to being invited into boardrooms to shape strategy, my experiences highlight not just how far we’ve come, but also how far we still need to go.

The Fluffy Perception: A Battle for Credibility

In my early days, marketing was often seen as an expense rather than an investment. I’ve been called everything from the "colouring-in department" to "the fluffy people." I’ve had moments where my work was presented by a senior male colleague - without my inclusion - and he took full credit. Those experiences stung, but they also fuelled my determination to prove the strategic value of marketing.

How Marketing Leaders Can Demonstrate Strategic Value

1. Align with Business Objectives:

   Marketing leaders must bridge the gap between brand and bottom-line impact. Whether it’s customer acquisition, retention, or brand loyalty, aligning efforts with tangible business goals ensures relevance in strategic conversations.

2. Data-Driven Storytelling:

   Metrics like ROI, customer lifetime value, and share of wallet are critical, but so are the softer metrics: brand penetration, loyalty, and share of voice. Numbers tell a story; marketers must be the narrators who tie those numbers to broader business outcomes.

3. Cross-Functional Collaboration:

   Marketing doesn’t exist in a silo. Building relationships across sales, product, technical and finance fosters integrated strategies that resonate with both internal teams and external customers.

4. Champion Customer Insights:

   A marketer’s superpower lies in their understanding of customer behaviour. Bringing these insights to strategic planning sessions positions marketing as an indispensable part of the leadership team.

5. Embrace Failure as a Learning Opportunity:

In marketing, failure isn’t the opposite of success - it’s a step on the path to understanding. I’ve always framed failure as learning something new about our audience. If we don’t try, we’ll never know - backed by data and fact - whether a strategy or campaign will work.

“I have not failed. I've just found 10,000 ways that won't work.” Thomas Edison

By trusting our data and investing time in truly understanding our customers, we uncover valuable lessons that shape our approach. Yes, some campaigns may miss the mark, but even then, they provide insights that improve future decisions. As I often remind my team: without data, you’re just another person with an opinion. Marketing leaders who embrace this mindset not only drive innovation but also foster an environment where experimentation leads to growth.

Winning Over the CFO: A Key to Strategic Success

Early in my career, I learned an invaluable lesson: if you want to elevate marketing's role within a business, you need to get the CFO on board. Why? Because the CFO is often the biggest influencer in shaping how marketing is perceived - whether as an expense or a value driver.

I’ve built my reputation on being transparent and honest with data. Numbers don’t lie, and that’s a narrative that resonates deeply with CFOs and financial colleagues. When presenting campaigns or strategies, I work closely with them to understand what they want to see in terms of dashboards and performance metrics. This often means stripping away the detail that marketers love but is irrelevant to this audience, focusing instead on the high-level results and outcomes that drive business decisions.

Being open and honest about campaign performance - even when it doesn’t hit the mark - has been a cornerstone of my approach. By backing up pitches and campaigns with clear evidence and facts, I’ve been able to build credibility and foster trust. This transparency not only strengthens relationships but also reinforces marketing’s role as a strategic partner.

The Case for Marketing at the Top Table

Being excluded from leadership discussions risks relegating marketing to a tactical afterthought. Yet, organisations that embrace marketing as a strategic partner reap the rewards. According to McKinsey, 83% of global CEOs recognise marketing as a growth driver - but nearly 20% still don’t see the connection. That gap represents a missed opportunity for businesses to leverage the full potential of marketing.

Lessons Learned: Earning the Seat and Keeping It

Over the years, I’ve learned that earning and maintaining a seat at the leadership table requires a mix of resilience, adaptability, and education. Marketing leaders must continually prove their value - not just through performance metrics but by demonstrating how their work directly influences business strategy and growth.

Reflections: A Seat at the Table and a Voice That’s Heard

Looking back on nearly three decades in marketing, it’s been a journey of challenges, lessons, and immense growth. I’ve experienced the highs of being trusted to shape strategy at the highest levels and the lows of being dismissed as part of the "colouring-in department." Each experience has shaped me, teaching me resilience, the importance of collaboration, and how to demonstrate the value of marketing as a strategic driver.

Now, I’m in the fortunate position of being part of a senior leadership team that is truly something special. At CloudInteract, we have an even split of females and males, from diverse disciplines, all bringing unique perspectives to the room. What sets us apart isn’t just the diversity - it’s the way we operate. Decisions aren’t dictated; they’re made based on fact, sound judgment, and open, honest discussion.

The founders firmly believe in the shared and collective expertise we each bring, and they implement change based on those discussions. Sure, we don’t always agree, but our debates are grounded in honesty, authenticity, and passion. Marketing’s role, my role, and my confidence in what I do have exponentially grown in just five months. To have my views not only heard but also respected and championed is, quite honestly, breathtaking.

This experience reinforces something I’ve long believed: marketing thrives when given a platform to contribute strategically, to be part of the conversation that shapes a company’s future. It’s proof that when marketing is seen as a driver of growth and innovation, incredible things happen - not just for the business but for the people who lead it.

As I reflect on where I’ve been and where I am now, I feel more energised than ever to keep challenging outdated perceptions of marketing and pushing for a future where every marketer has a seat at the table and a voice that’s truly heard.