Is it Time for Marketing to Go Pro?

Does marketing still get sidelined as a “cost center?” You’re not alone. In many midmarket companies, marketing needs to transition from being seen as a service department rather than a strategic, professional growth driver.

Part of getting marketing ready to scale is changing the perception of the department.

And that can be tough.

?? When the marketing function was cobbled together over time.

?? Operators made marketing decisions.?

?? Other core departments are used to junior staff as “order takers” in those roles.

(While doing their best to serve and protect.)

So when you come in as a leader with legit credentials the context isn’t there internally to receive your strategy or liaise with marketing as a professional function.

As marketing leader, it’s on you to demonstrate the value your department brings to the table. Here are thoughts on how to start shifting that perception both within your company and with your executive team peers.

Elevating the perception of marketing with your executive peers

It’s time to stop seeing marketing as the team that makes things look good. The other department heads need to understand marketing as a strategic partner in driving growth.

Educate, don’t assume.

Not everyone understands modern marketing – even your CEO, CFO or fellow VPs who “like marketing.” Just as you would with customer avatars, assess and get to know your audience(s) and tailor messaging accordingly. Their context for what marketing means – especially if they’ve been with the company for years – is likely quite different from yours.

Ask for honest feedback.

Candid face-to-face conversations go a long way. Ask your peers how they perceive marketing today. Are there blind spots or misconceptions? This kind of feedback is invaluable in figuring out your starting point, internal bias (if it exists) and will provide intel that helps you reposition marketing.

Bring the data.

Your peers are used to making decisions based on numbers. And beyond digital (thank goodness for digital) in the early days, it can be hard to get the marketing data you need. If data is imperfect, focus on 3-5 core metrics such as improving customer acquisition, retention, and conversion. And build a business case for the data you require for decision-making. Get others onboard with your vision and push for the data you need.

Get in on strategy early.

Making sure you’re part of strategic conversations will help elevate marketing. Sometimes this means not waiting for an invitation if marketing hasn’t been at the table in the past. Claim your seat and showcase the value of marketing across the business. Start building relationships with your peers and position marketing as a forward-thinking, proactive partner that’s got input on the next big opportunity for the business.

Frame marketing as a revenue engine.

The simplest way to change perceptions? Show that marketing isn’t a cost—it’s an investment. Instead of the blah blah about impressions or clicks, show how your campaigns are contributing to actual sales.

Build reports that link marketing activities to business outcomes. I know this is easier said than done when marketing reporting is in development. But push for the link from marketing tactics to sales. Your peers need to see that marketing isn’t just helping—it’s fueling growth.

?Elevating the perception of marketing within the company

If marketing is still seen as a service function, it’s time to change the narrative. Elevating the perception of your department isn’t just about doing more; it’s about showing the impact marketing support has on the company’s growth plans.?

Go on a roadshow.

Shake some hands. Hold internal sessions or workshops to explain how things work today. Depending on your company structure, your audiences may be field staff, Sales or Operations management, and other departments. The roadshow takes time, but the investment lays a foundation for future communication. First, show them how marketing impacts their role and success. And then you open the door to talk about the data, the strategy, and the tech behind what you do.

Develop communication channels.

When a marketing department is under pressure internal communication is often back-burnered. You can’t change perception in a void. I know comms is a push when there are competing priorities, but develop a plan, identify touchpoints, and stick to communication at a regular, expected cadence. When something goes well—a campaign crushes lead targets, a new initiative boosts sales—share it with the company. Success stories help build the narrative that marketing is a key player in the company’s growth.

Collaborate and connect.

If marketing is operating in a silo, it’s time to break out. Partner with other departments—whether it’s Sales, Operations or HR—so they can see value firsthand. Marketing’s influence grows when it’s seen as a contributor to more than just its own KPIs.

Speak their language.

Every department cares about different metrics. When you present marketing’s value to the company, tailor your message. Finance wants to hear about ROI and cost efficiencies. Sales wants to know how marketing helps reach their audience and generate leads. Customize your communication for maximum impact.

The bottom line? Changing the perception of marketing takes time, but it’s well worth the effort. Marketing will be seen as a professional function that drives growth, not just a department that spends money.

The more you educate, collaborate, and demonstrate real results, the more marketing will be recognized as a key player in the company’s future. It’s time to claim your space and show everyone that marketing is more than creative—it’s critical.

#growthmarketing #marketingthatscales #thebigleap

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