When more marketing isn’t the answer
When growth slows, the instinct is often to do more. More campaigns, more content, more technology. But what if the real opportunity isn't adding something new? It's getting Product, Sales, Marketing and the rest of the business working better together.
I've noticed something about the way companies approach growth.
When results aren't coming as quickly as expected, the conversation often turns to what else we could be doing. Another campaign, more content, a new channel, a different tool. Maybe it's time to bring in an agency or add someone to the team.
And sometimes, those are exactly the right moves.
But I've learned that before asking what else we should be doing, it's worth asking a different question.
Is what we're already doing actually working together?
In my work with growing companies, I've seen plenty of talented teams with good ideas, ambitious goals and no shortage of activity. Everyone is working hard and doing what they believe will move the business forward.
But somewhere along the way, the pieces don't always connect.
Marketing is focused on generating demand, while Sales may have a different view of the best opportunities. Teams are creating content and launching campaigns, but the messaging isn't always consistent. Technology has been added over time, yet the information needed to make decisions isn't always easy to access or trust.
Individually, a lot of things may be working. Collectively, they're not delivering what everyone expected.
And the natural response is often to add something else.
Sometimes, though, the disconnect goes even deeper.
You can have a clear strategy, talented marketers and well-executed campaigns, but if the product isn't solving problems customers truly care about, marketing can only do so much.
That's not always an easy conversation to have. It's often easier to question the campaign or the channel than to step back and ask whether the offering itself is resonating with the market.
But understanding that distinction matters. Because not every growth problem is a marketing problem.
Rethinking What Drives Growth
I think this happens for understandable reasons.
Growth creates pressure. Leaders want to see progress, teams want to contribute, and launching something new feels productive. There's energy around a new idea that you don't necessarily get from revisiting a process or having another conversation about priorities.
But more activity doesn't automatically translate into more progress.
Sometimes the opportunity isn't another campaign. It's getting clearer on the audience you're trying to reach and what matters to them.
Sometimes it's making sure Sales, Marketing and Product are working from the same understanding of the customer and the value being delivered.
And sometimes it's connecting the people, processes and technology that are already in place.
None of this means slowing down for the sake of slowing down. It's about making sure the effort being put in is actually moving things forward.
I think this becomes even more important as AI changes how quickly marketing teams can operate. We can research, create, analyze and automate at a pace that wasn't possible just a few years ago.
That's exciting, especially for smaller teams with limited resources.
But the ability to do more doesn't necessarily mean we're doing the right things.
If anything, moving faster makes it even more important to have clarity on where you're going and how everything fits together.
Lessons I'm Taking with Me
1. Activity and Progress Aren't the Same Thing
A busy marketing team isn't necessarily an effective one. It's worth looking beyond what's getting done to understand how that work contributes to the bigger picture.
Sometimes the most valuable progress comes from improving what's already in motion rather than launching something new.
2. Alignment Has to Extend Beyond Marketing and Sales
We spend a lot of time talking about Sales and Marketing alignment, but Product needs to be part of that conversation too. Understanding what customers actually need, what the product delivers and how we communicate that value is a shared responsibility.
When those teams operate independently, it's easy to mistake a product or market problem for a marketing problem.
3. Connection Creates Leverage
When strategy, people, data and technology are working together, the value of each becomes greater.
Campaigns have clearer direction. Teams make better decisions. Technology supports the work instead of complicating it.
And when you do decide to add something new, you're building on what already exists rather than working around it.
Closing Thought
I'm a big believer in experimenting, trying new things and finding better ways to grow. Especially now, when technology is opening up so many possibilities for marketing teams.
But I also believe there's value in occasionally looking at what we've already built.
Not just what's working and what isn't, but how everything works together.
Because sometimes the next stage of growth isn't about adding more.
It's about getting more out of what you already have.
The Moment Before Momentum
I’ve been spending more time working with teams in a fractional capacity, often stepping in during moments of growth or transition. And one thing keeps showing up.
On the surface, everything looks like it should be working.
There are goals.
There’s pressure to grow.
There are ideas on the table.
But when you look a little closer, the foundation isn’t always there yet.
In one engagement, the team had no shortage of ideas. They were thoughtful, collaborative, and motivated to move.
But every time a new idea came up, the conversation shifted quickly to:
How would we measure it?
The CRM wasn’t reliable.
Systems didn’t fully connect.
And no one fully trusted the data.
So instead of testing and learning, the team paused.
Not because they didn’t believe in the ideas, but because they didn’t trust what would come next.
Rethinking Risk
We talk a lot about taking risks in marketing.
But what I’m learning is this:
Teams are much more willing to take risks when they have a foundation they trust.
When they don’t, risk feels like guessing.
And most teams won’t do that - not because they’re resistant, but because they’re responsible.
Lessons I’m Taking with Me
1. A Strong Foundation Builds Confidence
Teams move faster when they trust what’s underneath them. When data is reliable and systems are connected, decisions feel clearer - and ideas move forward more easily.
2. Hesitation Isn’t Resistance
What can look like slow decision-making is often thoughtful restraint. Teams aren’t holding back. They’re trying to make smart choices without clear signals.
3. Progress Comes From Readiness, Not Pressure
Pushing for speed without the right structure rarely works. When the foundation is in place, momentum doesn’t need to be forced. It starts to build naturally.
Closing Thought
Before teams can move faster, they need something solid to stand on.
Not perfect systems, but enough clarity and structure to move with confidence.
Because when that’s in place, taking a risk doesn’t feel like a leap. It just feels like the next step.
When Leaders Choose to Be Learners
I wish I could have wrote a little sooner, but I’ve been a little busy! For the past few months, I’ve had the privilege of leading the Lumio rebrand — a project that stretched across marketing, product, IT, legal, finance, and growth teams. It wasn’t just a brand change; it was a company-wide transformation.
When I look back, what stands out isn’t the new logo or website (though I’m proud of those too). What I’ll always remember is how the team came together. Because in projects like this, it’s never really about the brand assets — it’s always about the people.
There were late nights, unexpected curveballs, and moments where it felt like the launch date was racing toward us faster than we were ready for. And yet, the team showed up. They trusted each other. They trusted me to steer the ship. That’s the real story of a rebrand.
Here are three lessons I’ll carry with me from this experience:
1. Alignment is Everything
When you’re pulling in stakeholders from every corner of the business, it’s easy for priorities to drift. What worked came back to one simple question: How will this serve our customers? Keeping that as our north star made it easier to unite the team.
2. Steady Wins the Race
There were fire drills along the way. My biggest job was to stay calm. People take their cues from leadership — and when you stay steady, it gives everyone else the confidence to do the same.
3. Guidance Beats Directives
I learned quickly that guiding people through a rebrand is different from telling them what to do. It’s about being curious, listening, clarifying, and giving them just enough structure so they feel both supported and empowered.
This project was a milestone for me in building my independent brand. It reminded me that leadership isn’t about being the loudest voice in the room — it’s about creating space for others to do their best work.
The Lumio rebrand will always hold a special place in my story. And while I’m proud of the result, what I’m most grateful for is the team that made it possible.
Curious — what’s the biggest lesson you’ve learned from navigating a major change? Drop your thoughts in the comments!
How to master the art of the circle back
Ah, the holiday season. Between Thanksgiving and New Year’s, the corporate world often seems to slip into a gentle hibernation. Meetings get pushed, decisions are deferred, and you hear the phrase “let’s circle back in the New Year” more times than you can count.
So, how can you make the most of this slower pace and set yourself up for success when January rolls around? Here’s a five-step guide to using the holiday lull as a springboard for the new year:
1. Hyper-Focus on What You Can Control
Use this time to tie up loose ends. Knock out any outstanding tasks and draft a clear, actionable priority list for when you're back. This is the time to get organized and wrap up anything lingering from the year.
2. Build Your January Calendar
Take your priority list and turn it into a plan. Send out meeting invites and block time on your calendar now. This approach will not only keep you focused but also signal to colleagues and stakeholders that you’re ready to hit the ground running.
3. Keep Your Network Active
The holidays are a great time to reconnect. Schedule lunch with a former colleague, follow industry leaders on LinkedIn, or share your insights by posting your own content. Visibility matters—don’t let the holiday quiet keep you off the radar. Engage with leadership, too, whether it’s inviting a senior team member for coffee or offering to present at a meeting in January.
4. Be Mindful of Your Team
Remember that the holidays affect everyone differently. Stress, family obligations, or even burnout can take a toll. Extend grace to your colleagues and show flexibility where needed. A little kindness now can strengthen relationships for the long haul.
5. Disconnect to Recharge
Perhaps the most critical step: give yourself permission to unplug. Turn off your work notifications, stash your laptop, and savor your time off. Rest isn’t just a luxury—it’s essential for coming back refreshed and ready to tackle the year ahead.
By embracing focus, preparation, visibility, and empathy, you can make the transition into the new year seamless and powerful.
So, here’s to the art of the “circle back.” Let’s use this season wisely and step into January with purpose and momentum.
What are your go-to strategies for staying productive during the holidays and starting the new year strong? Share your tips in the comments below!
How to Build Strong Connections for Better Business Growth
If you were to ask about my approach to work, my top priority is always building strong relationships.
If you were to ask about my approach to work, my top priority is always building strong relationships. Hot take: relationships in your work life are equally as important as in your personal. Building relationships and making meaningful connections are the gateway to accelerating projects and your career.
I have found that these three steps are essential in fostering highly collaborative teams and paving the way for long-term growth and success:
Show genuine interest. You don’t have to be best friends, and you don’t have to necessarily get personal; however, taking the time to ask questions and learn more about a colleague’s day-to-day, challenges, etc. will help you build a bridge.
Listen and acknowledge. It doesn’t matter at what professional level they are; people want to feel that their perspectives and opinions are heard. One of my go-to strategies is to repeat back what a colleague said for clarity along with an affirming statement. Phrases such as “I hear you” and “let’s factor/consider” can help reassure them that they are respected and that they are influencing business decisions.
Pay it forward. When a respected colleague calls you and asks for help “putting a fire out” or a “last minute favor”, if it’s legal, do it. Chances are you are going to need a favor at some point too so set the tone as one of a solid partnership. After all, you are working towards the same goals. You are One team.
Another hot take: Face to face interaction isn’t required to build strong relationships. Sure, it adds value, but I have seen cross-functional teams achieve ground-breaking success all the while working remotely.
Personal engagement, actively listening, and reciprocity are straightforward yet powerful steps that lay the groundwork for stronger team collaboration, ultimately driving greater organizational growth as well as career growth.
What is your go-to strategy for building strong connections? What value does face-to-face interaction provide that remote working doesn’t? Comment your thoughts below!