Marketing Beyond the Pipeline: Liam Moroney on Humans of MarTech

What’s up everyone, today we have the pleasure of sitting down with Liam Moroney, Co-Founder of Storybook Marketing.

Summary: Liam handed us warm tea and one of his hand-knitted beanies as we explored how marketing goes beyond just hitting pipeline numbers. It’s about building trust, shaping perceptions, and ensuring your brand is top-of-mind when it matters. Balancing short-term wins with long-term brand-building is crucial, yet often misunderstood. Clear communication and a broader approach to measuring impact are key. For startups, focusing on trust and credibility lays the foundation for success. Marketing’s true power lies in creating a lasting impact that drives real decisions.

About Liam

• Liam started his career in various industries wearing several different marketing hats
• Eventually he landed at NewsCred, a content marketing agency for enterprise teams where he started leading Demand Gen before shifting to client side and advising clients on attribution and ROI
• He then had Revenue Marketing leadership stints at various startups across different industries like personalization, travel, mobile and identity verification
• He then started his entrepreneurial journey by founding a consulting firm for growth-stage B2B companies
• Liam is also a contributing writer at Martech.org and recently started his own podcast called The B2B Brand
• Today Liam is the co-founder of Storybook Marketing, a full-service demand gen agency for B2B SaaS specializing in paid media programs

Marketing’s Role Beyond the Pipeline

Marketing, historically viewed as the “arts and crafts department,” has evolved significantly. Yet, according to Liam, there’s a lingering misperception, particularly in B2B, that needs addressing. When asked about his concerns with marketing being reduced to a mere pipeline number, Liam didn’t shy away from dissecting the issue. It’s not about rejecting accountability—marketing should indeed own a number. The real problem lies in how we’ve overcorrected, narrowing the focus to such an extent that it undermines the broader role marketing plays.

Marketing is like a sophisticated navigation system within a company, designed to guide the entire customer journey, not just direct it to a single destination. This overcorrection reduces marketing to merely driving pipeline metrics, overlooking its essential function as the vehicle’s navigation—continuously optimizing the route, avoiding obstacles, and ensuring a smooth, efficient journey toward sales success.

Liam points out that this shift in perception—driven by the need to demonstrate that marketing is a data-driven, outcome-producing function—has caused demand generation to become nearly synonymous with marketing. This reductionist view oversimplifies marketing’s contribution. When marketing is pigeonholed into a single metric, such as its share of the overall pipeline, it suggests that marketing is just another channel, responsible only for a fraction of the sales process. This perspective shortchanges the true purpose of marketing.

Liam believes that marketing’s ultimate goal is to make the sales process smoother and more efficient. When more people know about a product, believe in its value, and have confidence in its efficacy, selling becomes easier. Marketing should be responsible for influencing the entire pipeline, not just a portion of it. The role of marketing is to make deals faster, bigger, and more frequent. By restricting marketing’s scope to its contribution to the pipeline, we inadvertently diminish its impact.

In B2C, marketing drives consumers directly to purchase. In B2B, it drives prospects into the sales process, partnering with salespeople to guide the purchase decision. While the dynamics differ, the overarching responsibility remains the same: marketing should facilitate the entire journey, not just the initial steps.

Key takeaway: Marketing should not be reduced to a pipeline number. Its true value lies in its ability to influence and enhance the entire sales process, driving not just awareness but also belief, confidence, and ultimately, conversion.

Balancing Short and Long-Term Marketing Goals

When asked about the perception that marketing hides behind long-term goals to avoid accountability, Liam was quick to dispel this myth. He argues that marketing isn’t unique in balancing both short and long-term objectives—many functions, like data science and financial advising, operate with a future-oriented perspective. Yet, marketing often faces undue scrutiny because it’s expected to produce immediate, tangible results each quarter.

Liam acknowledges that some of this mistrust is self-inflicted. Marketing has, at times, oversold its capabilities and doubled down on being seen solely as a pipeline-generating function. This narrow focus has contributed to the misconception that marketing’s only job is to deliver immediate results. However, Liam emphasizes that marketing’s true role is both long-term and short-term. The primary objective is to generate future customers by building awareness, while also activating efforts that yield results today.

In B2B and B2C alike, successful marketing requires a dual approach. Brand awareness campaigns, for example, are designed to create a long-term impact by making more people aware of a product. Simultaneously, demand generation activities work to convert that awareness into action. The two functions are interdependent—effective demand gen relies on strong brand awareness, and vice versa.

Liam draws an interesting parallel with B2C marketing, where the distinction between long and short-term strategies is often clearer. Brand campaigns might run over months or years to build awareness, while in-store promotions are designed to trigger immediate purchases. The same principles apply in B2B marketing, where demand gen efforts must be supported by a solid foundation of brand awareness. Without this balance, even the best demand gen strategies will falter.

Key takeaway: Marketing must balance long-term brand building with short-term activation efforts. Success comes from integrating these approaches, ensuring that immediate demand generation is supported by strong brand awareness.

Educating Leadership on the Value of Brand Marketing

When marketers find themselves trapped by the constant demand for immediate pipeline results, it can be challenging to advocate for the long-term value of brand building. Liam addresses this issue head-on, acknowledging that while it’s easy to champion long-term thinking on platforms like LinkedIn, the reality for in-house marketers is different. Every marketer has targets to meet, and failure to hit those can lead to quick dismissal. However, Liam emphasizes that this doesn’t mean abandoning the long-term strategy—rather, it’s about balancing both while educating leadership on what brand marketing truly entails.

Liam points out that part of the problem lies in a lack of education—both for marketers and the C-suite. Marketers need to articulate better what brand marketing is and how it contributes to the overall business objectives. Brand marketing is like the wind that propels a sailboat forward; without it, the brand remains stagnant, but with it, the brand can steadily navigate toward its goals, driven by a force that accelerates progress over time.

However, the burden of education doesn’t end there. Liam advises against the common notion of only working for CEOs who “get” marketing, as those opportunities are rare. Instead, much of the work involves reeducating leaders on the role and impact of marketing.

The key, according to Liam, is alignment with the sales team. If sales perceive that marketing isn’t contributing to their efforts, it can create friction that quickly undermines marketing’s initiatives. By engaging in conversations with sales, marketers can uncover the real challenges that hinder sales efforts. For instance, if sales teams find themselves consistently listed last in RFPs, it might indicate a brand awareness issue. Or, if there’s a widespread misconception about pricing, that points to a perception problem that marketing can address.

By identifying these pain points and framing them as marketing challenges, marketers can gain the trust of their sales counterparts. This trust can, in turn, lead to greater permission to allocate resources toward long-term brand-building efforts. It’s not an overnight process, but Liam stresses that when done correctly, this approach can slowly shift the focus from short-term metrics to a more balanced, holistic view of marketing’s role.

Key takeaway: Successful marketing requires balancing immediate targets with long-term brand building. By aligning closely with sales and identifying the core challenges, marketers can educate leadership and gain the trust needed to invest in both short-term wins and long-term growth.

The Importance of Defining Marketing Terms

When asked whether debates around marketing nomenclature are unproductive or even detrimental, Liam made it clear that these discussions are far from trivial. He argues that the language we use in marketing is not just semantics—it’s fundamental to how we articulate our strategies and demonstrate the sophistication of our discipline. Marketers have long claimed that the words we choose in our campaigns can make a significant difference, so why should it be any different when discussing our roles and objectives?

Liam points out that marketing is a well-established discipline, grounded in over a century of theory and practice. Yet, when marketers use vague or newly invented terms without a solid understanding of the original concepts, it risks undermining our credibility. The problem becomes even more pronounced in the context of demand generation, which has increasingly expanded to encompass much of what marketing as a whole is supposed to represent. This “land grab” within marketing, as Liam calls it, has led to a situation where the goals and KPIs of CMOs in B2B SaaS are nearly indistinguishable from those of demand gen leaders.

This overlap is problematic because it narrows the scope of marketing, reducing it to just demand gen activities rather than the broader, more strategic role it should play. In contrast, B2C companies still focus on a wide range of marketing activities, such as market research and voice of customer initiatives, which are crucial for long-term success. Liam warns that if we continue down this path without clearly defined and universally accepted terms, we risk losing the depth and breadth of marketing’s impact.

The solution, according to Liam, is straightforward but challenging: we need to agree on a set of terms that accurately reflect the different aspects of marketing. This is not just about being pedantic; it’s about ensuring that marketing is recognized as a sophisticated and credible discipline. If physicists can agree on a definition of gravity, marketers should be able to agree on what brand awareness and demand generation truly mean.

Key takeaway: Clear and accurate definitions of marketing terms are essential for maintaining the credibility and sophistication of the discipline. By agreeing on these terms, marketers can ensure that their strategies are understood and valued at the highest levels, avoiding the risk of oversimplification and loss of impact.

Rethinking How We Measure Marketing Impact

When asked about the complexities of measuring marketing’s impact, Liam didn’t hesitate to address the challenges head-on. Reflecting on his own journey from a strong believer in multi-touch attribution (MTA) to a more nuanced understanding, Liam emphasized that marketing is far more complex than the linear models many organizations rely on. He acknowledged that while MTA once seemed like the Holy Grail, the reality is that it oversimplifies the intricate, non-linear nature of marketing.

Liam explains that the fundamental flaw in many B2B approaches lies in the assumption that marketing can be measured in a linear fashion, where each touchpoint progressively moves a prospect closer to purchase. However, marketing’s influence is often far more random and non-linear. A single ad seen today might influence a decision months down the line, and this effect is difficult, if not impossible, to track in a straightforward way. This realization led Liam to become an advisor to a causality-focused company, aiming to better understand how marketing truly impacts decision-making.

Marketing’s role, as Liam sees it, is less about methodically leading prospects down a predetermined path and more about building awareness and trust over time. This means that traditional measurement techniques like MTA might not capture the full picture. For instance, while demand generation nudges prospects forward, the real challenge is ensuring that your brand is top-of-mind when the prospect is finally ready to make a decision—whenever that may be.

To better measure marketing’s true impact, Liam suggests looking beyond immediate lead generation metrics and considering broader factors like brand perception and sales efficiency. He notes that while brand research studies are often overlooked due to their cost and complexity, they can offer valuable insights into whether your marketing efforts are making your brand more memorable. Additionally, causality models and marketing mix modeling (MMM) can help illustrate the longer-term impacts of marketing by showing how activities influence downstream metrics like deal velocity and close rates.

Liam concludes that the current methods of measuring marketing through MTA not only tell an incomplete story but also underestimate the true value of marketing. To fully appreciate marketing’s impact, companies need to adopt a more holistic approach that considers both the immediate and long-term effects of their efforts.

Key takeaway: Marketing’s impact is non-linear and often happens over a longer time span than traditional metrics like multi-touch attribution can capture. To truly measure marketing’s value, businesses should embrace broader, more holistic models that consider both brand perception and the downstream effects on sales efficiency and deal outcomes.

Embracing Nonlinear Marketing Strategies

When discussing the transition from direct response-focused marketing to strategies that prioritize awareness and association, Liam emphasized the importance of recognizing marketing’s nonlinear nature. He pointed out that in fields like addiction treatment, influencing long-term behavior changes requires a different approach than simply tracking immediate conversions. Traditional linear attribution models, which link specific marketing actions directly to conversions, fail to capture the true impact of marketing efforts in such complex scenarios.

Liam shared his personal experience of quitting drinking and smoking to illustrate how significant decisions often occur unpredictably and are influenced by moments of personal reflection rather than a series of deliberate marketing touchpoints. This analogy underscores that marketing should aim to stay top-of-mind, ready to connect with individuals when they reach a moment of need. Rather than expecting a straightforward progression from awareness to action, effective marketing builds strong brand associations that trigger decisions at random times.

He further explained the concept of category entry points, highlighting how marketing can create connections that influence decisions without direct persuasion. For instance, a single ad might remind someone of a product months later when they encounter a relevant situation. This approach shifts the focus from immediate lead generation to fostering a lasting presence in the consumer’s mind, ensuring that the brand is remembered when the need arises.

Measuring the impact of such strategies presents a challenge, as the effects are often delayed and not directly tied to specific marketing actions. Liam advocates for a broader evaluation of marketing effectiveness, incorporating factors like brand perception and the ability to remain top-of-mind. This holistic approach provides a more accurate representation of marketing’s true value, beyond what linear metrics like multi-touch attribution can capture.

Key takeaway: Shift your marketing focus from immediate conversions to building lasting brand awareness and associations. By prioritizing top-of-mind presence, businesses can influence decisions at critical moments, ensuring their brand is the chosen solution when it matters most.

Building Trust and Awareness for Early-Stage Startups

When startups embark on their journey, the challenges of branding can seem overwhelming, especially when resources are tight, and the pressure to deliver immediate results is intense. Liam tackled the question of how early-stage startups should approach branding, making it clear that while full-scale brand campaigns might not be practical, understanding and addressing the core challenges is crucial.

Liam stressed that in the first year, a startup on seed funding shouldn’t focus on broad brand campaigns. Instead, the priority should be identifying what makes the product hard to sell and determining how marketing can alleviate these obstacles. The biggest hurdle for any new company is the lack of awareness—no one knows who they are, and therefore, there’s little trust in their ability to deliver. This is where early efforts should be concentrated.

He highlighted the strategy of “borrowing credibility” as a common and effective approach for startups. Founders often leverage their personal networks and reputations to build initial trust in the company. Over time, the goal is to extend this trust beyond personal connections, evolving the company into a recognized and trusted entity. This can be achieved through partnerships, joint ventures, or by showcasing the expertise of the team—anything that reassures potential customers that the company is a safe bet.

Liam also reframed the concept of branding for startups. It’s not about becoming a household name overnight but about becoming a known and trusted entity within a specific market. Branding at this stage is about solving the problem of risk in the eyes of potential customers. Startups need to demonstrate that they are capable, reliable, and here to stay. Whether through highlighting the experience of the team, securing strategic partnerships, or borrowing credibility, the aim is to build awareness and confidence in the brand.

Key takeaway: Early-stage startups should focus on building trust and awareness by addressing the core risks that make their product a challenging purchase. Rather than investing in broad brand campaigns, startups should leverage credibility, partnerships, and team expertise to de-risk the purchase and establish themselves as a trusted entity in their market.

The Importance of Data Literacy in Modern Marketing

When asked about the lack of statistical knowledge among today’s marketers, Liam didn’t hold back. He emphasized that while marketing has evolved, it has also lost touch with some critical foundational skills—particularly in data literacy. As tools and dashboards become more integral to decision-making, the ability to understand and challenge the data behind them is crucial.

Liam shared his experience with statistics during his marketing education, noting that while tools like Tableau didn’t exist back then, the focus was on understanding the principles of statistics. He warned that relying on data without understanding how it’s generated puts marketers in a vulnerable position. Marketers today often find themselves at the mercy of dashboards they don’t fully understand, which can lead to misguided strategies based on flawed interpretations.

Beyond just statistical know-how, Liam argued for a broader understanding of the economic and psychological factors that drive marketing. He highlighted the danger of dismissing traditional marketing knowledge as outdated. While not everything learned in a classroom applies directly to real-world scenarios, the foundational theories provide valuable context for understanding how markets operate and how marketing can effectively influence consumer behavior.

Liam also critiqued some modern marketing practices, such as lead scoring, which he sees as fundamentally flawed. He pointed out the absurdity of trying to predict human behavior with simplistic models that assign arbitrary scores based on limited data points. This, he argued, isn’t just a failure in data literacy—it’s a failure in logical thinking. The challenge isn’t just about mastering complex statistical methods; it’s about applying common sense to data and understanding its limitations.

Key takeaway: Data literacy is essential for modern marketers, not just to use tools effectively but to question and validate the data they rely on. Marketers must combine statistical knowledge with a broader understanding of economic and psychological principles to make informed, realistic decisions that truly drive results.

The Misleading Promise of Intent Data

When discussing the growing reliance on intent data, Liam didn’t hesitate to express his concerns. He believes that intent data, while conceptually appealing, is grossly overselling its capabilities and leading marketers down ethically questionable paths. The idea of using data to infer purchasing intent makes sense on the surface, but as Liam pointed out, the reality is far more complex and problematic.

Liam’s primary issue with intent data is twofold: its accuracy and its ethical implications. He explains that while it might seem beneficial to identify potential buyers based on their behavior, such as visiting a pricing page, this approach quickly veers into the territory of surveillance rather than trust-building. Marketing should be about creating trust with potential customers, not spying on them. Yet, intent data often encourages marketers to overstep, trying to uncover and exploit personal information in ways that can feel invasive to the consumer.

Moreover, Liam highlighted the strategic limitations of intent data. Most people aren’t in the market for your product at any given time, and intent data can’t magically change that. It promises to focus only on those who are ready to buy, but by the time someone is in-market, they’ve likely already made their decision. Whether or not you can identify their intent at this stage doesn’t impact the outcome. The real issue is that intent data doesn’t solve the underlying marketing challenge—it just gives the illusion of doing so.

Liam also critiqued the accuracy of intent data, particularly when sourced from third parties. He pointed out that even first-party data, like a visit to a pricing page, is often misinterpreted. People browse pricing pages for all sorts of reasons, many of which have nothing to do with an imminent purchase. Assuming that this behavior indicates readiness to buy is a flawed assumption. As Liam emphasized, humans are unpredictable, often acting out of curiosity rather than intent. What might appear as interest could simply be an individual exploring options for future reference, not an immediate buying decision.

Key takeaway: Intent data often overpromises and underdelivers. Marketers should be wary of relying on it too heavily, as it can lead to both ethical concerns and strategic missteps. The focus should be on building trust and understanding consumer behavior, rather than attempting to predict intent with questionable accuracy.

The Ethical Dilemma of Privacy in B2B Marketing

When asked about the aggressive tactics often used in B2B marketing, particularly those that blur the lines of privacy, Liam didn’t hold back. He likened these tactics to the discomfort of being hounded by a sales rep in a store—a behavior that’s off-putting in the real world but somehow accepted online. This comparison underscores a critical point: what may be commonplace in B2B marketing can feel intrusive and unethical when mirrored in everyday consumer interactions.

Liam argued that the justification marketers often use—that “everyone is doing it” or that users have consented to these practices—misses the mark. Consent obtained through complex and opaque terms isn’t genuine consent. More importantly, just because something is legal doesn’t mean it’s ethical or in the best interest of building trust with customers. He emphasized that if a company’s primary defense is that its practices are currently legal, especially given the shifting landscape of privacy laws, that’s a clear sign the tactics may be questionable.

One striking example Liam mentioned is the notorious incident involving Target, where the retailer used shopper data to predict and advertise products based on inferred needs. In one case, they sent baby-related coupons to a teenage girl before she had disclosed her pregnancy to her family. While the use of first-party data in this manner wasn’t illegal, it certainly crossed ethical boundaries, leading to significant backlash. This serves as a cautionary tale for marketers: just because you can, doesn’t mean you should.

Liam concluded by advocating for a shift away from spying and predictive tactics that infringe on privacy. Instead, marketers should focus on providing clear, helpful information that genuinely assists customers in their decision-making process. This approach fosters trust and respect, which are far more valuable in the long run than any short-term gains achieved through intrusive methods.

Key takeaway: Ethical marketing practices should prioritize transparency and respect for consumer privacy. Just because a tactic is legal doesn’t mean it’s the right choice. Marketers should aim to build trust by offering value and information, rather than resorting to intrusive and potentially unethical strategies.

Is Privacy Really a Political Debate?

When asked about the increasingly political nature of the privacy debate, particularly in the U.S., Liam didn’t mince words. He pointed out the dangerous normalization of privacy violations in the marketing industry, where companies often exploit personal data simply because they can. The common argument from vendors—who claim that privacy concerns are overblown because “everyone is doing it”—fails to acknowledge the ethical responsibilities that come with handling personal information.

Liam used a striking example to illustrate his point: LinkedIn could theoretically sell information about job searches to employers. While this might be technically legal, it crosses an ethical line that should give marketers pause. Just because a company has the capability to use or sell personal data doesn’t mean it should. This notion extends beyond legality and into the realm of corporate ethics, where respect for user privacy should be a cornerstone of any data-driven strategy.

The idea that people don’t care about privacy because they’re used to their data being exploited is a flawed and dangerous mindset. Liam argued that this apathy has been fostered by an industry that too often treats personal information as just another commodity. However, he suggested that respecting privacy and being transparent about data usage could actually be a competitive advantage. In a landscape where dishonesty and data misuse have become the norm, companies that prioritize ethical data practices could stand out and earn greater trust from their customers.

Liam’s stance is clear: the “I have nothing to hide” argument, often used to downplay privacy concerns, is not only naive but also misses the broader implications of data misuse. Everyone has something to protect, whether it’s financial information, personal communications, or simply the right to not be surveilled without consent. By ignoring these issues, companies risk not only their reputations but also the trust of the very customers they aim to serve.

Key takeaway: Respect for privacy should be a core principle in marketing, not an afterthought. Companies that prioritize ethical data practices and transparency can gain a competitive edge in a market where data misuse is increasingly common. Just because you can exploit data doesn’t mean you should—ethics should guide how we use personal information.

The Value of Market Research in Shaping Effective Strategies

When asked about the challenges of justifying market research to leadership, Liam offered a compelling argument for why it’s an essential investment rather than a luxury. He pointed out that while research might seem costly and time-consuming, the true cost lies in making decisions based on assumptions rather than data. Spending hundreds of thousands of dollars on paid media without understanding your audience’s needs can be far more expensive in the long run than conducting thorough research upfront.

Liam emphasized that even basic research—such as having a few conversations with clients—can provide valuable insights. The key is to frame research as a way to improve decision accuracy, ultimately leading to better returns. This approach shifts the perspective from viewing research as a cost to seeing it as a crucial step in refining and optimizing marketing strategies.

One of the reasons Liam advocates for using the four Ps (Product, Price, Place, Promotion) in marketing is that it forces marketers to think from the customer’s perspective. By asking fundamental questions like “What features matter most to our customers?” and “How do they expect to purchase this product?” marketers can uncover gaps in their understanding. These insights often reveal that what the company believes to be important might not align with what actually drives customer decisions.

Liam also highlighted a common issue in B2B SaaS, where pricing and sales processes are often designed with the company’s needs in mind rather than the customer’s. Market research helps bridge this gap by providing a clear understanding of the customer’s expectations and preferences. This, in turn, leads to more customer-centric strategies that are likely to be more effective in the market.

In essence, market research isn’t a luxury—it’s a necessity for developing strategies that truly resonate with customers. It’s about measuring twice and cutting once, ensuring that marketing efforts are built on a foundation of accurate, data-driven insights.

Key takeaway: Market research is a vital investment that enhances decision accuracy and aligns strategies with customer needs. By understanding what truly matters to customers, marketers can create more effective, customer-centric strategies that drive better results.

Finding Balance Amidst a Busy Life

When asked about how he manages to stay happy and successful while juggling numerous responsibilities, Liam offered a refreshingly candid perspective. Contrary to the popular saying, “Do what you love, and you’ll never work a day in your life,” Liam argues that this idea is misleading. Even when you’re passionate about your work, there are tough days, and burnout is a real threat. The key, he believes, is finding balance—something that requires both discipline and self-compassion.

Liam emphasized the importance of setting boundaries and making time for activities that bring stress relief. For him, running is more than just exercise; it’s a crucial part of maintaining his mental well-being. He shared that it’s often difficult to carve out time for these activities, especially when the temptation to work longer hours is strong. However, he has learned that pushing himself too hard only leads to diminishing returns. By prioritizing time to unwind, he finds that he’s not only happier but also more productive in the long run.

He also reflected on the cultural differences between the American and Irish work ethics, noting how his friends in Ireland are strict about not working past five o’clock, no matter the circumstances. This mindset has influenced Liam’s approach to work, reminding him that relentless work without breaks is not sustainable. Embracing the idea of “ruthlessly prioritizing” downtime has been a game-changer for him, enabling him to recharge and return to his work with renewed energy.

Ultimately, Liam’s message is clear: success doesn’t come from working non-stop. It comes from knowing when to step back, recharge, and allow yourself the space to enjoy life outside of work. This balance is what keeps him grounded, focused, and ultimately more effective in all of his endeavors.

Key takeaway: Balance is essential for long-term success and happiness. Prioritize downtime and activities that relieve stress, as this not only prevents burnout but also enhances productivity and overall well-being.

Episode Recap

Liam handed us warm tea and one of his hand-knitted beanies as we explored the great outdoors and dove into how marketing extends far beyond the usual pipeline metrics. Our conversation quickly turned into a deeper exploration of the true role of marketing—shaping not just the immediate numbers, but the very foundation of long-term brand success.

The essence of marketing isn’t confined to filling pipelines; it’s about influencing perceptions, building trust, and making sure your brand is top-of-mind when it matters most. This requires a delicate balance between short-term activation and long-term brand-building efforts. By integrating these approaches, marketers ensure that immediate demand generation is backed by the kind of brand awareness that pays dividends down the line. Yet, this balance often requires educating leadership, showing that hitting short-term targets is just one piece of a much larger puzzle.

To make this case effectively, clear and precise communication is key. Shared understanding of marketing terms helps elevate the conversation, ensuring strategies are sophisticated and credible rather than oversimplified and diluted. Moreover, traditional metrics often fail to capture the full impact of marketing, which is inherently non-linear. Embracing a broader approach to measurement—one that includes brand perception and the downstream effects on sales—provides a more accurate picture of marketing’s true value.

For early-stage startups, the focus should be on building trust before launching broad campaigns. By addressing core concerns and leveraging credibility, startups can position themselves as reliable choices, establishing a strong foundation for future growth. Marketing, in its truest form, is about creating lasting impact—not just in the immediate pipeline, but in the hearts and minds of your audience, ensuring your brand is the one they turn to when it counts.