Consulting · Marketing Transformation
Marketing isn’t a service desk. Stop organising it like one.
If your marketing team spends the year defending its existence to finance, the problem isn’t the budget. It’s that brand was allowed to stay a soft metric.
Rebuilding marketing as a business function: how it’s structured, what it owns, how it’s measured, and who’s accountable for which number. It’s an operating change, not a campaign — and it’s slower and less glamorous than anyone wants it to be.
Social. Performance. Brand. Content. Each with a head, a budget and a lane to defend.
Outcomes with owners, specialists inside them, and one number the board can read.
Marketing reports on activity, not outcomes. The org chart reads like a media plan. Nobody can tell the CEO what brand did for the P&L. Or you’re a legacy business that markets like it’s 2012 and knows it.
The blank page is the easy part; the politics are the work. Structure around outcomes, hire for appetite over credentials, build martech and measurement that answer to the board rather than the platform, and sequence it so the organisation can absorb it.
I did exactly this from zero at Motilal Oswal — 35 people, in-house rather than on retainer, with brand tracking tied to business outcomes at board level.
The proof: building the function from zero · the argument: why channel-shaped teams lose.