What’s up everyone, today we have the pleasure of sitting down with Anna Leary, Director of Marketing Operations at Alma.

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About Alma

Anna Leary is the Director of Marketing Operations at Alma, where she builds scalable systems that help marketing teams work smarter. With a focus on lead flow, data architecture, and enablement, she’s known for creating centers of excellence that turn fragmented operations into cohesive, measurable programs. As a Marketo Certified Solutions Architect and Marketo Measure (Bizible) specialist, Anna brings a rare balance of technical depth and strategic clarity to every initiative she leads.

Before joining Alma, Anna spent more than a decade shaping marketing operations strategies for brands like Uber, Teamwork, Sauce Labs, and Bitly. Whether optimizing attribution models or training teams to adopt new workflows, Anna’s work always centers on efficiency, empowerment, and driving impact across the full marketing ecosystem.

Burnout and Balance

Marketing ops work demands constant precision. Teams juggle system integrations, data cleanups, and new tech rollouts, often all before lunch. The job requires mental endurance and a tolerance for chaos. Anna understands this well. “Everyone’s trying to be the person who knows the newest tech,” she said. “It’s hard to keep up, and that adds to the mental load.” The competition to stay relevant has turned into a quiet stress test that too many operators fail without noticing.

The strange part is that ops teams often create systems designed to protect their organizations but rarely use those same systems to protect themselves. Anna explained how Service Level Agreements (SLAs) can lose their meaning when teams treat them as flexible. Urgent requests push through, exceptions pile up, and structure dissolves. Each “quick favor” chips away at the purpose of having defined processes. She put it plainly:

“If we’re making an exception for everything, then we’re not respecting the process.”

When teams stop respecting their own boundaries, burnout follows quickly. SLAs exist to create stability, and stability is what keeps people sane. Following process is not bureaucracy; it is protection. It gives operators time to think clearly, plan ahead, and make fewer reactive decisions. That way you can build predictability into your week instead of letting other people’s emergencies define it.

Anna also shared how her team reworked its entire planning system to reduce stress. “We used to do quarterly capacity planning,” she said, “but half the projects fell apart by week four.” She scrapped the process and replaced it with smaller, rolling cycles that fit the unpredictable nature of marketing requests. For someone who identifies as Type A, letting go of that much structure felt risky, but the tradeoff was worth it. Her team now works with more energy, less anxiety, and a better sense of control.

“Giving up some of that control is actually good in the end because it’s less stressful.”

Her story shows how burnout prevention depends on structure that adapts. Ops professionals do their best work when their systems reflect real life, not an idealized version of it. Boundaries, planning, and discipline should support humans, not box them in.

Key takeaway: Protect your team’s mental health by enforcing the systems you build. Treat SLAs as promises, not preferences. Review your planning cycles regularly and adjust them to match the actual pace of work. Stability in ops comes from building rules that people respect and structures that evolve as the business changes.

The Power of No

Saying no is one of the hardest and most necessary skills in marketing operations. Every week brings a new request, a “quick fix,” or a last-minute idea that someone swears will only take five minutes. Anna treats these moments as boundary checks. They test whether her team can protect their focus without losing trust or influence across the company.

“Boundaries in your personal life mirror boundaries in your professional life. You can’t sustain either without learning to say no.”

Anna connects this discipline to mental health. After years of therapy, she learned that setting boundaries preserves energy and prevents resentment from creeping into work. In marketing ops, that means understanding when to say no and why. A no can be temporary, like “no for now,” or conditional, like “come back once X, Y, and Z are ready.” That clarity gives teams space to plan properly instead of reacting in chaos.

Too many ops teams still act like order-takers. They manage tickets, fix errors, and scramble to meet every demand, even when requests come without context. Anna believes teams must reposition themselves as strategic partners. That means asking sharper questions such as, “How does this connect to our business goals?” or “Which KPI does this move?” Every yes should come with evidence, not obligation. When ops speaks in the language of impact, their boundaries start to hold.

To back that up, Anna recommends showing the work already in motion. Pull up your team’s Notion or Asana board, point to the commitments everyone approved, and remind stakeholders that priorities are already locked for this sprint. That way you can shift the conversation from emotion to logic. Plans exist for a reason. If the company wants to keep changing direction, it must accept the cost of constant interruption.

Anna’s approach creates psychological safety for her team. She recently told a contractor to stop overthinking a request that was technically impossible. Her words were simple: “It’s okay to tell them we can’t do this.” Those six words carried permission to rest, to stop chasing unrealistic expectations, and to respect the limits of their tools and time. Teams that learn this kind of confidence avoid burnout and deliver better results with less noise.

Key takeaway: Boundaries are an operational discipline, not an act of defiance. Use clear priorities, visible sprint boards, and company KPIs as your guardrails. Frame every no around impact and alignment. That way you can protect focus, maintain trust with stakeholders, and keep your team mentally healthy while still driving the business forward.

Hiring Experts Only to Tell Them What to Do

Every marketing ops professional eventually faces a request that makes their skin crawl. For Anna, it was the “no-reply” email debate. A stakeholder wanted to send a campaign from a no-reply address in Marketo. She had explained countless times why that idea goes against every principle of customer experience. It blocks responses, damages trust, and kills engagemen...

What’s up everyone today we have the pleasure of chatting with Blair Bendel, Senior Vice President of Marketing at Foxwoods Resort Casino.

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About Blair

Blair Bendel has spent nearly two decades shaping brands that make casinos feel alive. As SVP of Marketing at Foxwoods Resort Casino, one of the world’s largest gaming and entertainment destinations, he leads strategy across brand, digital, loyalty, and guest experience for a property owned by the Mashantucket Pequot Tribal Nation.

Before Foxwoods, Blair drove marketing for Boyd Gaming and Pinnacle Entertainment, guiding multi-property teams through high-stakes launches and rebrands. Known for blending data and instinct, he’s built campaigns that turn foot traffic into fandom and moments into measurable growth.

The Evolution of Casino Martech

Casinos thrive on the energy of real people in real spaces. Blair has spent his career in that environment, where the hum of slot machines and the rhythm of foot traffic define success. He points out that while other industries rushed to digitize, gaming and hospitality focused on the on-property experience that drives most of their revenue. Technology in this world serves the guest standing in front of you, not a distant audience online.

“There’s a lot of innovation, but it’s all centered around that customer and that on-property experience,” Blair said.

Walk across a modern casino floor and you see how far that innovation has gone. Slot machines now reach twelve feet high, lit by curved screens that feel more like immersive art installations than games. Even bingo, once a paper-and-pen ritual, lives on tablets. These changes reflect more than aesthetic upgrades. They mark the blending of digital personalization with in-person entertainment. Each new machine and experience collects data, interprets patterns, and helps casinos understand what keeps players coming back.

Blair sees the next phase of progress in the pairing of martech systems and artificial intelligence. Casinos have long collected data on player habits, but much of it stayed locked in isolated databases. AI now connects those dots, linking preferences, visit frequency, and loyalty activity into one living profile. That way you can predict what a guest wants before they ask for it. Personalized dining offers, targeted game promotions, or well-timed follow-up messages all become part of a continuous loop that strengthens engagement.

Still, Blair focuses on the human side of this transformation. “People assume tech makes everything easier, and it doesn’t,” he said. Each new platform requires training, integration, and trust. Martech without people who know how to use it becomes clutter. Blair spends much of his time ensuring his team understands the technology deeply enough to keep the guest experience effortless. The strategy depends on teams who can think like data analysts and act like hosts.

Key takeaway: Martech and AI can elevate on-property hospitality when used to deepen human connection instead of replacing it. Integrate systems that unify guest data, but prioritize training and comfort among your team. When your people trust the tools and your guests feel known, technology quietly fades into the background while loyalty takes center stage.

Customer Loyalty and Personalization in Casino Marketing

Casino marketing has operated on autopilot for too long. Guests still get dropped into massive segmentation buckets, treated as if their weekend habits, entertainment tastes, and spending patterns are interchangeable. Blair describes it bluntly: “We still send show offers to guests who’ve never been to a concert in their life.” That single sentence captures the outdated logic behind much of hospitality marketing. The data is there, but the systems fail to translate it into actual relevance.

Blair’s vision for Foxwoods looks very different. He wants every guest communication to reflect an individual’s real-world behavior across the property. The system should recognize the guest who booked a John Legend concert last year, scheduled a spa visit before dinner at the steakhouse, and played slots into the night. That pattern should generate communications that align with their habits instead of contradicting them. The goal is not another loyalty campaign; it is a personalized experience that extends far beyond the walls of the casino.

“Pre-booking, post-booking, everything in between should feel connected and meaningful,” Blair says. “It should never just be noise.”

The complexity behind that ambition is immense. Each behavioral variable—favorite artist, time of year, dining preference, game type—multiplies the possible outcomes. A small addition in logic can create thousands of potential message combinations. Casinos also face stricter rules on data sensitivity than most industries, so scaling personalization demands precision. The technical lift is enormous, but the payoff is real: when every offer feels relevant, engagement increases without resorting to gimmicks or discounts.

The most important shift is cultural, not technological. Marketing teams need to stop thinking of messages as promotions and start thinking of them as part of the guest experience. When personalization is treated as hospitality, not marketing automation, it starts to feel natural. That mindset transforms every text, push notification, and offer into something that extends the stay rather than interrupts it.

Key takeaway: One-to-one personalization in casino marketing depends on operational discipline, unified data, and a mindset shift. Start by mapping how guests actually experience your property, then use that data to inform relevant communication across every channel. That way you can replace noise with value, and marketing becomes an extension of the hospitality experience itself.

Using the Right Marketing Channel for the Right Goal in Hospitality

Coordinating multiple marketing systems inside a casino is like running a live concert with half the band still tuning. Each channel (email, mobile, social, in-property signage) operates on a separate timeline, using different data and often speaking a different language. Blair knows this chaos well. His goal is to make those systems play in harmony, producing a s...

What’s up folks, today we have the pleasure of sitting down with Megan Kwon, Director, Digital Customer Communications at Loblaw Digital.

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About Megan

Megan Kwon runs digital customer communications at Loblaw Digital, the team behind how millions of Canadians hear from brands like Loblaws, Shoppers Drug Mart, and President’s Choice. She’s part strategist, part systems thinker, and fully obsessed with how data can make marketing feel more human, not less.

Before returning to Loblaw, Megan helped reshape how people discover and trust local marketplaces at Kijiji, and before that, she built growth engines in the fintech world at NorthOne. Her career has been a study in scale; from scrappy e-commerce tests to national lifecycle programs that touch nearly every Canadian household. What sets her apart is the way she leads: with deep curiosity, radical ownership, and a bias for collaboration. She believes numbers tell stories, and that the best marketing teams build movements around insight, empathy, and accountability.

Building a Career Around Conversations That Scale

Running digital messaging at Loblaw means coordinating communication at a scale that few marketers ever experience. Megan oversees the systems that deliver millions of emails and texts across brands Canadians interact with daily, including Loblaws, Shoppers Drug Mart, and President’s Choice. Her team manages both marketing and transactional messages, making sure each one aligns with a specific stage in the customer journey. The workload is immense. Each division has its own priorities, and every campaign needs to fit within a shared infrastructure that still feels personal to the customer.

“We work with a lot of different business divisions across the entire organization. Our job is to make sure their strategies and programs come to life through the customer lifecycle.”

Megan’s team operates more like a connective tissue than a broadcast engine. They bridge the gaps between marketing, product, and data teams, translating disconnected strategies into a unified experience. That work involves building systems capable of:

Managing multiple brand voices while keeping messaging consistent
Triggering real-time communications that respond to customer behavior
Integrating old and new technologies without breaking operational flow

Every campaign becomes part of a continuous conversation with the customer. Each message is one step in a long dialogue, not a one-off announcement.

Megan’s perspective comes from experience earned in very different industries. She began her career at Loblaw during the early days of online grocery, a time when digital operations were experimental and resourceful. She later worked across fintech, marketplaces, and paid media before returning to Loblaw. That journey helped her understand every layer of the customer funnel, from acquisition through retention. It also taught her how to combine growth marketing tactics with enterprise-level communication systems, that way she can scale personalization without losing humanity.

Most large organizations still treat messaging as a collection of isolated programs. Megan treats it as an ecosystem. Her work shows that when lifecycle and acquisition efforts operate within a shared framework, communication becomes more coherent and far more effective. Alignment between data, channels, and teams reduces noise and builds trust with customers who engage across multiple brands.

Key takeaway: Building a unified messaging ecosystem starts with structure, not volume. Create systems that connect channels, data, and brand voices into one coordinated experience. Treat messaging as a relationship that continues long after the first conversion. That way you can make enterprise-scale communication feel personal, intentional, and consistent across every touchpoint.

Customer Journey Pods and Martech Team Structures

Running digital communications at Loblaw means managing one of the largest customer ecosystems in the country. The team sends millions of messages across grocery, pharmacy, and e-commerce brands every week. Each interaction has to feel personal, relevant, and timely, even when it comes from a massive organization. Megan explains that the only way to handle that kind of scale is to treat data as the operating system and collaboration as the backbone.

Her team relies on analytics to shape every message. Real-time signals from dozens of digital properties guide what customers see, when they see it, and how those experiences evolve. It is a constant feedback loop between behavior and communication. “We lean a lot into the data that we gather,” Megan says. “That pretty much drives almost everything that we do.” The systems are only half the story, though. The other half is how her team stays connected across offices, divisions, and projects. They share knowledge in Coda, manage progress in Jira, and rely on Slack to keep conversations fluid. Even their emojis have purpose, creating a shared language that makes collaboration faster and more human.

“Everything that we do, we share that knowledge back and forth so that we can continue to learn off each other,” Megan said.

The team structure used to follow the company’s business units. Each division had its own specialists who acted like small internal agencies. It worked for speed, but it made collaboration harder. Megan reorganized everything around the customer journey instead. Her teams now work in “pods” that align with stages such as onboarding, discovery, shopping, and post-purchase. Each pod has both data and creative ownership over its domain. That way, a single team can experiment, learn, and apply what works across multiple brands.

Megan also built intentional overlap between pods to keep ideas moving. For example, the loyalty and early engagement pod owns both new-member activation and retention. That connection helps them understand the full customer arc, from first purchase to repeat visits. The result is a flexible structure that shares expertise fluidly without losing focus. Large enterprises tend to slow down under their own weight, but this model keeps Loblaw’s marketing engine fast, synchronized, and grounded in customer behavior.

The work Megan’s team does might look complex from the out...

What’s up everyone today we have the pleasure of sitting down with Jane Menyo, Sr. Director, Solutions & Customer Marketing @ Gong.

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About Jane

Jane Menyo leads Solutions and Customer Marketing at Gong, where she’s known for fusing strategy with storytelling to turn customers into true advocates. She built Gong’s customer marketing engine from the ground up, scaling programs that drive adoption, retention, and community impact across the company’s revenue intelligence ecosystem.

Before Gong, Jane led customer and solutions marketing at ON24, where she developed go-to-market playbooks and launched large-scale advocacy initiatives that connected customer voice to product innovation. Earlier in her career, she helped shape demand generation and brand strategy at Comprehend Systems (a Y Combinator and Sequoia-backed life sciences startup) laying the operational groundwork that fueled growth.

A former NCAA All-American and U.S. Olympic Trials contender, Jane brings a rare blend of discipline, creativity, and competitive energy to her leadership. Her approach to marketing is grounded in empathy and powered by data; a balance that turns customer stories into growth engines.

How Solutions Marketing Turns Customer Insights Into Strategy

Jane’s role at Gong evolved from building customer advocacy programs to leading both customer and solutions marketing. What began as storytelling and adoption work expanded into shaping how Gong positions its products for different personas and industries. The shift moved her from celebrating customer wins to architecting how those wins inform the company’s broader go-to-market strategy.

Persona marketing only works when it goes beyond demographics and titles. Jane treats it as an operational system that connects customer understanding with product truth. Her team studies how real people use Gong, where they get stuck, what outcomes they care about, and how their teams actually make buying decisions. Those details guide every message Gong sends into the market. It is a constant feedback loop that keeps the company close to how customers think and work.

Her solutions marketing team functions like a mirror to product marketing. Product marketers focus on what the product can do, while Jane’s team translates that into why it matters to specific audiences. They do not write from feature lists. They write from the field. When a sales manager spends half her day in Gong but still struggles to coach reps efficiently, Jane’s team crafts stories and materials that speak directly to that pain. The goal is to make every communication feel like it was written from inside the customer’s daily workflow.

“Our work is about meeting customers where they are and helping them get to outcomes faster,” Jane said.

That perspective only works when every team in the company has equal access to the customer’s voice. Gong’s own technology makes that possible. Conversations, feedback, and usage patterns are captured and shared automatically, so customer knowledge is no longer limited to those on the front lines. Jane’s group uses that visibility to deepen persona profiles, test new positioning, and identify emerging trends before they reach scale. It makes the company more responsive and keeps messaging grounded in real behavior instead of assumption.

For anyone building customer marketing systems, the lesson is practical. Treat persona development as a live system, not a static report. Use customer data to update your understanding regularly. Create tools that let everyone in your company hear what customers say in their own words. That way you can write content, sales materials, and product messaging that actually aligns with how people buy, not how you wish they did.

Key takeaway: Persona marketing works when it functions as an always-on loop between customer data and company action. Map real behaviors, refresh those insights often, and share them widely. When everyone in your company hears the customer directly, you can shape messaging that feels relevant, personal, and authentic. That way you can scale customer understanding instead of guessing at it.

Using AI to Mine Real Customer Intelligence from Conversations

AI is reshaping how teams understand their customers. Jane uses it as a force multiplier for customer research, not a replacement for human interpretation. Her process starts inside Gong’s platform, where every call, email, and deal interaction holds untapped evidence of what customers actually think. Instead of relying on small surveys or intuition, her team digs into those real conversations to extract patterns that explain why deals move forward or stall.

When the team explores a new persona or market, they begin with what customers have already said. They gather every interaction tied to that persona and run it through a standardized set of research questions. In one project focused on CIOs, Jane’s team analyzed hundreds of calls to understand how these executives engage in deals. They wanted to know what information CIOs request, what they challenge, and how their questions differ from other buyers.

“We were able to run a series of questions across hundreds of calls and get standardized insights in a couple of days,” Jane said. “That changed the tempo of how we learn.”

Once they finish mining internal conversations, they widen their view to external data. They use AI tools like ChatGPT to scan analyst reports, trade publications, and articles that mention the same personas. That process identifies what topics are rising in the market and how those trends align with what Gong’s customers are discussing in their calls. The result is a dual-layered map of reality: what customers say in private conversations and what the market signals in public forums.

This kind of research produces better decisions because it pairs scale with nuance. AI speeds up analysis across thousands of data points, but empathy gives meaning to those patterns. That way you can identify where customer perception shifts are happening and adjust messaging, enablement, or product focus before the market catches up.

Key takeaway: Use AI to process the noise, not to replace your judgment. Start with the data you already have; call recordings, customer emails, and deal transcripts, and create a structured framework for what you want to learn. Th...

What’s up everyone, today we have the pleasure of sitting down with David Joosten, Co-Founder and President at GrowthLoop and the co-author of ‘First-Party Data Activation’.

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About David

David is the co-founder of GrowthLoop, a composable customer data platform that helps marketers connect insights to action across every channel. He previously worked at Google, where he led global marketing programs and helped launch the Nexus 5 smartphone. Over the years, he has guided teams at Indeed, Priceline, and Google in building first-party data strategies that drive clarity, collaboration, and measurable growth.

He is the co-author of First-Party Data Activation: Modernize Your Marketing Data Platform, a practical guide for marketers who want to understand their customers through direct, consent-based interactions. David helps teams move faster by removing data friction and building marketing systems that adapt through experimentation. His work brings energy and empathy to the challenge of modernizing data-driven marketing.

Earning The Right To Transform Martech

Every marketing data project starts with ambition. Teams dream of unified dashboards, connected pipelines, and a flawless single source of truth. Then the build begins, and progress slows to a crawl. David remembers one project vividly. His team at GrowthLoop had connected more than 200 data fields for a global tech company, yet every new campaign still needed more. The setup looked impressive, but nothing meaningful was shipping.

“We spent quarters building the perfect setup,” David said. “Then the VP of marketing called me and said, ‘Where are my quick wins?’”

That question changed his thinking. The VP wasn’t asking for reports or architecture diagrams. He wanted visible proof that the investment was worth it. He needed early wins he could show to leadership to keep momentum alive. David realized that transformation happens through demonstration, not design. Theoretical perfection means little when no one in marketing can point to progress.

From then on, he started aiming for traction over theory. That meant focusing on use cases that delivered impact quickly. He looked for under-supported teams that were hungry to try new tools, small markets that moved fast, and forgotten product lines desperate for attention. Those early adopters created visible success stories. Their enthusiasm turned into social proof that carried the project forward.

Momentum built through results is what earns the right to transform. When others in the organization see evidence of progress, they stop questioning the system and start asking how to join it.

Key takeaway: Martech transformations thrive on proof, not perfection. Target high-energy teams where quick wins are possible, deliver tangible outcomes fast, and use that momentum to secure organizational buy-in. Transformation is granted to those who prove it works, one visible success at a time.

Why Internal Roadshows Make Martech Wins Stick

An early martech win can disappear as quickly as it arrives. A shiny dashboard, a clean sync, or a new workflow can fade into noise unless you turn it into something bigger. David explains that the real work begins when you move beyond Slack celebrations and start building visibility across the company. The most effective teams bring their success to where influence actually happens. They show up in weekly leadership meetings for sales, data, and marketing, and they connect their progress to the company’s larger mission. That connection transforms an isolated result into shared purpose.

“If you can get invited to those regular meetings and actually tie the win back to the larger vision, you’ll bring people along in a much bigger way,” David said.

The mechanics of this matter. A martech team can create genuine momentum by turning their story into a live narrative that other departments care about. Each meeting becomes a checkpoint where others see how their world benefits. Instead of flooding channels with metrics, show impact in person. When people see faces, hear real stories, and feel included in the mission, adoption follows naturally.

David has seen that the most credible voices are not the ones who built the system, but those who benefited from it. He encourages marketers to bring those users along. When a sales manager or a CX leader shares how a workflow saved hours or unlocked new visibility, trust deepens. One authentic endorsement in a meeting will do more for your reputation than a dozen slide decks.

Momentum also depends on rhythm. Passionate advocates move ideas forward, not mass announcements. David’s playbook involves building a few strong allies who believe in your work, keeping promises, and maintaining a consistent drumbeat of delivery. Predictable progress creates confidence, and confidence earns permission to take bigger swings next time.

Key takeaway: Wins that stay private fade fast. Present them live, in front of the right rooms, and connect them to the company’s shared mission. Bring along the people most impacted to tell their side of the story, and focus on nurturing a few genuine allies instead of broadcasting to everyone. That way you can turn one early success into a pattern of momentum that fuels every project that follows.

Architecture Shapes How Teams Move and What They Believe

Technology architecture does more than keep the lights on. It defines how much teams trust each other, how quickly they adapt, and how confidently a brand competes. David describes it as invisible scaffolding, the kind that quietly dictates how an organization moves. Once the systems are in place, the defaults harden into habits. Those habits shape behavior long after anyone remembers who set them.

“People can get used to almost anything,” David said. “You acquire habits from architectural decisions made long ago, and it’s not conscious. You just walk into the context and act within it.”

That pattern shows up inside every marketing organization. Data teams often build for accuracy and control, while marketers push for agility and access. The architecture decides which side wins. When the design prioritizes risk management, marketers spend months waiting for queries to be approved. When it prioritizes freedom without governance, trust breaks down the first time a campaign misfires. Neither version scales.

Composable system...

What’s up everyone, today we have the pleasure of sitting down with Angela Vega, Director, Capabilities and Operations at Expedia Group.

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About Angela

Angela Vega has spent over 13 years in FinTech, health, and travel, she has unified global martech stacks, accelerated execution ninefold, and led CRM for Expedia, Vrbo, and Hotels.com, supporting over a billion monthly customer interactions. Her leadership grows both teams and ideas. She blends creative intuition with operational rigor, translating insight into systems that last. As a late-diagnosed ADHD professional, she experiments with AI to help neurodivergent leaders thrive, proving that marketing can be both human and scalable.

Building an ADHD Techstack

Angela built her ADHD Tech Stack to make her brain an ally instead of a hurdle. The system blends ADHD science with AI practicality, turning common executive function challenges into structured momentum. Each part of her workflow (Offload, Shape, Prototype, Loop, and Anchor) acts as a circuit for channeling mental noise into clarity. It is both a workflow and a survival strategy for people who juggle too many tabs at once, whether they are digital or mental.

Her starting point came from frustration. Lists, sticky notes, and phone alarms worked for a while but always hit a ceiling. The real struggle was never remembering to do things but figuring out where to start. Executive function is about getting from idea to action, and for ADHD professionals, that gap can feel massive. Angela found her bridge in AI tools that could listen, capture, and organize her thinking in real time. Whisper transcribes her thoughts. GPT shapes them into frameworks. Gemini helps her plan and communicate with clarity.

“I talk out loud all the time. Instead of saying things into the abyss, I say them into AI,” Angela said. “One system holds my to-dos, another handles updates for my boss, and another helps me break big goals into smaller steps.”

Her stack follows five steps that anyone can adapt:

1. Offload: Speak or type ideas into AI to clear mental clutter.
2. Shape: Ask AI to sort and group ideas into logical categories.
3. Prototype: Turn thoughts into quick drafts or mockups to trigger dopamine and action.
4. Loop: Use AI for feedback, reflection, and gentle nudges that replace self-criticism.
5. Anchor: Set reminders, templates, and adaptive systems that help you return to projects smoothly.

Angela’s framework works because it aligns tools with real human behavior instead of forcing people into rigid systems. The design rewards momentum over perfection. It gives permission to think out loud, change direction, and experiment without shame. Every ADHD brain operates differently, so every system should too. AI’s flexibility makes that possible by turning scattered thoughts into structured workflows without losing the spark that drives creativity.

Key takeaway: Treat productivity as a design challenge, not a discipline test. Use AI to capture ideas before they vanish, shape them into usable form, and build adaptive anchors that forgive interruptions. That way you can create a personal martech system that channels ADHD energy into consistent output, steady progress, and fewer moments of paralysis.

Why ADHD Shapes Better Decision-Making in Marketing Operations

ADHD rewires how people handle complexity, and marketing operations thrive on complexity. Angela discovered that her diagnosis reframed everything about her work and leadership. Years of restless multitasking, late-night thought spirals, and endless side projects suddenly made sense. Her mind was not unfocused. It was constantly building new connections, scanning for patterns, and searching for stimulation that most work environments suppress.

Her diagnosis arrived during a storm of personal and professional change. After her second pregnancy, her coping systems stopped working. Therapy no longer grounded her, medication clashed with her body, and grief from losing her father-in-law blurred her focus. Meanwhile, the pressure at work continued to grow. Leadership demanded stability while her world spun faster each week. Reaching for help was not an act of surrender. It was a recalibration of survival.

“I have a lot of thoughts in my head. It’s sometimes super hard to fall asleep. I think of the twenty things that might go wrong and the hundred hobbies I have,” Angela said.

When testing confirmed ADHD combined type, disbelief gave way to validation. The diagnosis gave shape to her chaos. She stopped labeling her quirks as flaws and started understanding them as traits with purpose. Her curiosity was a strength, not a distraction. Her brain thrived in dynamic systems where rules shifted and creativity met precision. That explained her pull toward marketing operations, where nothing stays still and every campaign or data sync has moving parts that need decoding.

Angela began building systems that complemented her wiring instead of fighting against it. She used visual workflows to clear mental clutter, broke large tasks into tight sprints, and surrounded herself with teammates who balanced her energy with structure. ADHD did not make her less capable. It made her more adaptive. In a field that rewards fast problem-solving and parallel thinking, her mind became her greatest operational advantage.

Key takeaway: ADHD changes how leaders process and prioritize information, and awareness turns that difference into strategy. Identify where your energy peaks and build workflows around those cycles. Use external systems to store what your brain refuses to hold. Protect deep-focus windows instead of forcing consistency. The goal is not to tame your wiring but to design with it, that way you can turn what once felt chaotic into sustainable momentum.

How to Turn ADHD Patterns Into Martech Leadership Strengths

ADHD often gets framed as distraction, but in martech leadership, it can function as accelerated pattern recognition. Angela’s brain fires fast. She sees connections before most people finish explaining the problem. “I can jump from one topic to another pretty quickly because in my mind I’ve already created the five c...

What’s up everyone, today we have the pleasure of sitting down with Aboli Gangreddiwar, Senior Director of Lifecycle and Product Marketing at Credible.
 

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About Aboli
Aboli Gangreddiwar is the Senior Director of Lifecycle and Product Marketing at Credible, where she leads growth, retention, and product adoption for the personal finance marketplace. She has previously led lifecycle and product marketing at Sundae, helping scale the business from Series A to Series C, and held senior roles at Prosper Marketplace and Wells Fargo. Aboli has built and managed high-performing teams across acquisition, lifecycle, and product marketing, with a track record of driving customer growth through a data-driven, customer-first approach.

Agentic Infrastructure Components in Marketing Operations

Agentic infrastructure depends on layers that work together instead of one-off experiments. Aboli starts with the data layer because every agent needs the same source of truth. If your data is fragmented, agents will fail before they even start. Choosing whether Snowflake, Databricks, or another warehouse becomes less about vendor preference and more about creating a system where every agent reads from the same place. That way you can avoid rework and inconsistencies before anything gets deployed.

Orchestration follows as the layer that turns isolated tools into workflows. Most teams play with a single agent at a time, like one that generates subject lines or one that codes email templates. Those agents may produce something useful, but orchestration connects them into a process that runs without human babysitting. In lifecycle marketing, that could mean a copy agent handing text to a Figma agent for design, which then passes to a coding agent for HTML. The difference is night and day: disconnected experiments versus a relay where agents actually collaborate.

“If I am sending out an email campaign, I could have a copy agent, a Figma agent, and a coding agent. Right now, teams are building those individually, but at some point you need orchestration so they can pass work back and forth.”

Execution is where many experiments stall. An agent cannot just generate outputs in a vacuum. It needs an environment where the work lives and runs. Sometimes this looks like a custom GPT creating copy inside OpenAI. Other times it connects directly to a marketing automation platform to publish campaigns. Execution means wiring agents into systems that already matter for your business. That way you can turn novelty into production-level work.

Feedback and human oversight close the loop. Feedback ensures agents learn from results instead of repeating the same mistakes, and human review protects brand standards, compliance, and legal requirements. Tools like Zapier already help agents talk across systems, and protocols like MCP push the idea even further. These pieces are developing quickly, but most teams still treat them as experiments. Building infrastructure means treating feedback and oversight as required layers, not extras.

Key takeaway: Agentic infrastructure requires more than a handful of isolated agents. Build it in five layers: a unified data warehouse, orchestration to coordinate handoffs, execution inside production tools, feedback loops that improve performance, and human oversight for brand safety. Draw this stack for your own team and map what exists today. That way you can see the gaps clearly and design the next layer with intention instead of chasing hype.

Self Healing Data Quality Agents

Autonomous data quality agents are being pitched as plug-and-play custodians for your warehouse. Vendors claim they can auto-fix more than 200 common data problems using patterns they have already mapped from other customers. Instead of ripping apart your stack, you “plug in” the agent to your warehouse or existing data layer. From there, the system runs on the execution layer, watching data as it flows in, cleaning and correcting records without waiting for human approval. The promise is speed and proactivity: problems handled in real time rather than reports generated after the damage is already done.

The mechanics are ambitious. These agents rely on pre-mapped patterns, best practices, and the accumulated experience of diverse customer sources. Their features go beyond simple alerts. Vendors market capabilities like:

Data issue detection that flags anomalies as records arrive.
Auto-generated rules so you do not have to write manual SQL for every edge case.
Auto-resolution workflows that decide which record wins in conflict scenarios.
Self-healing pipelines that reroute or repair flows before they break downstream dashboards.

Aboli noted that the concept makes sense in theory but still depends heavily on the quality of metadata. She recalled using Snowflake Copilot and asking it for user lists by specific criteria. The model understood her intent, but it pulled from the wrong tables.

“If it had the right metadata, the right dictionary, or if I had access to the documentation, I could have navigated it better and corrected the tables it was looking at,” Aboli said.

Phil highlighted how this overlaps with data observability tools. Companies like Informatica, Qlik, and Ataccama already dominate Gartner’s “augmented data quality” quadrant, while newcomers are rebranding the category as “agentic data management.” DQ Labs markets itself as a leader in this space. Startups like Acceldata in India and Delpha in France are pitching autonomous agents as the future, while Alation has gone further by releasing a suite of agents under an “Agentic Data Intelligence” platform. The buzz is loud, but the mechanics echo tools that ops teams have worked with for years.

Aboli stressed that marketers and ops leaders should resist jumping straight to procurement. Demoing these tools can spark useful ideas, and sometimes the exposure itself inspires practical fixes in-house. The key is to connect adoption to a specific pain point. If your team loses days untangling duplicates and broken joins, the ROI might be obvious. If your pipelines already hold together through strict governance, then the spend may not pay off.

Key takeaway: Autonomous data quality agents can detect issues, generate rules, resolve conflicts, and even heal pipelines in real time. Their effectiveness depends on metadata discipline and the actual pain of bad data in your org. Use vendor demos as a scouting tool, then match the investment to measurable business problems. That way you can avoid buzzword chasing and apply agentic tools where they drive the most immediate value.

Data Activation Agents

What’s up everyone, today we have the pleasure of sitting down with Henk-jan ter Brugge, Head of global digital programs and Martech at Philips.

• (00:00) - Intro

About Henk-jan

Henk-jan ter Brugge is Head of Digital Programs and Martech at Philips, where he leads the global digital marketing and ecommerce technology team. With over a decade at Philips, he has driven transformation across CRM, ecommerce, sales enablement, web experience, ad tech, analytics, and AI innovation. 

Henk-jan is a lean and agile certified leader who believes technology is an enabler, but it’s people who create the real impact. His career spans international experience in Seoul, Paris, and Shanghai, and he is a frequent keynote speaker on martech, salestech, and digital transformation. Passionate about improving health and wellbeing through meaningful innovation, he connects strategy, technology, and change management to deliver customer value at scale.

Embracing the Digital Pirate Mindset in Martech

Pirates were early system hackers. They rewrote rules on their ships, experimented with shared decision-making, and introduced ideas like equal pay centuries before they reached land. That spirit of rewriting norms has carried into Henk-jan’s work in martech. He frames the pirate as someone inside the navy, pushing the big ship to move differently, rather than a rogue causing chaos on the outside.

Corporate inertia creates its own myths. Vendor onboarding still takes 12 to 18 months in some organizations. Translation cycles hold content hostage for weeks. Colleagues accept these delays as culture, with a shrug and a “that’s just how we do things.” Henk-jan refuses to let tradition dictate output. He arms himself with data and turns it into proof. If a team claims a translation cycle takes three months, he presents the real number: 10, 15, maybe 20 days.

“Everything we say can be data driven. If someone tells me translation takes three months, I can show with data that it takes 10, 15, maybe 20 days. The data talks there.”

The pirate mindset works only when it builds coalitions. Lone rebels fade out in corporate structures. Movements form when people across teams share the same impatience for inefficiency and the same hunger for progress. That is why Henk-jan focuses on allies who welcome change. With them, he introduces controlled experiments that rewire expectations step by step until the new way becomes the default.

One of his boldest moves came in team design. He rebranded product owners as platform managers. They stopped acting like ticket clerks and became capability builders, consultants, and business partners. They handled strategy, education, and enablement, while still owning the backlog. A time study revealed that 70 percent of team energy had been going into internal operations. After the shift, 60 percent went directly into business-facing work. The lesson was clear: titles shape behavior, and behavior shapes impact.

Key takeaway: The digital pirate mindset thrives when you expose inefficiency with data, recruit allies who share your appetite for change, and redesign roles so teams build capabilities instead of servicing tickets. Work inside the system, use transparency to gain trust, and experiment in controlled steps. That way you can redirect energy from internal bureaucracy toward direct customer value, creating momentum that compounds over time.

Why Clean Data Is the Real Treasure Map for AI in Marketing Ops

Speaking of chasing treasures… AI has forced leadership teams to finally pay attention to the quality of their data. Henk-jan described it with a simple observation: “Everybody in the company becomes a technologist in a way, even the CEO.” Executives want automation, optimization, and sharper analytics, but none of those things matter without reliable data flowing through the system.

Requests for a CDP illustrate the problem. Leaders hear the acronym and assume it represents an instant fix. Henk-jan has seen this cycle many times and insists the smarter move is to break the vision into small, practical wins. CEOs need short stories they can tell at the end of a quarter, stories that show how clean data lifted conversion or reduced wasted spend. Large programs gain momentum when they stack up these smaller wins rather than selling one massive transformation.

“The only way to do that well is to slice it up, basically to show some promising use cases. Talking CEO, they need some impactful stories they need to have at the end of the quarter to show what we have delivered.”

Clean data depends on discipline across the organization. Henk-jan stressed the need for rules: standards for how data is collected, shared definitions across content systems, and taxonomies that keep categories consistent. Integrations and lifecycle management depend on that structure. Without it, AI experiments turn into siloed pilots that never scale.

AI becomes useful only when the groundwork is finished. Leaders may chase demos that look impressive, but real value comes from standards, integration discipline, and lifecycle maturity. These foundations create systems that grow stronger over time rather than projects that fizzle out after launch.

Key takeaway: Clean data gives AI something to stand on. Break big promises into small, measurable wins that executives can celebrate at the end of a quarter. Pair those wins with clear rules on data standards, integration discipline, and taxonomy. That way you can build credibility quickly, prove value, and create a foundation where AI programs expand instead of stall.

Why Composable Martech Stacks Work in High Seas Regulated Enterprises

Composable stacks sound exciting in theory, but at enterprise scale the question is always about execution. Henk-jan calls it the “cradle to grave” lifecycle of martech, and he is not exaggerating. Every new tool at Philips runs through a process: onboarding, building and deploying, adopting, improving, and eventually decommissioning. Each step matters because every skipped detail becomes someone’s day-to-day problem.

He warns against the common trap of treating tools like silver bullets. Buying a platform for insights or personalization only matters if there are people inside the business who can operate it. Henk-jan has seen too many o...

What’s up everyone, today we have the pleasure of sitting down with Aditi Uppal, Vice President, Digital Marketing and Demand Generation at Teradata.

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About Aditi

Aditi Uppal is a data-driven growth leader with over a decade of experience driving digital transformation, product marketing, and go-to-market strategy across India, Canada, and the U.S. She currently serves as Vice President of Digital Marketing and Demand Generation at Teradata, where she leads global strategies that fuel pipeline growth and customer engagement.

Throughout her career, Aditi has built scalable marketing systems, launched partner programs delivering double-digit revenue gains, and led multi-million-dollar campaign operations across more than 50 technologies. Recognized as a B2B Revenue Marketing Game Changer, she is known for blending strategy, operations, and technology to create high-performing teams and measurable business impact.

How to Use Customer Conversations to Validate Marketing Data

Dashboards create scale, but they do not always create confidence. Aditi explains that marketers often stop at what the model tells them, without checking whether real people would ever phrase things the same way. Early in her career she spent time talking directly to retailers, truck drivers, and mechanics. Those interactions were messy and slow, filled with handwritten notes, but they gave her words and patterns that no software could generate. That language still shapes how she thinks about campaigns today.

She argues that even a small number of conversations can sharpen a marketer’s decisions. Five well-chosen interviews can give more clarity than months of chasing analytics dashboards. Once you hear a customer describe a problem in their own terms, the charts you already have feel more trustworthy. As Aditi put it:

“If you get an insight that says this is their pain point, it helps so much to hear a customer saying it. The words they use resonate with them in ways marketers’ words often do not.”

She points out that B2C teams benefit from built-in feedback loops since their channels naturally keep them closer to customers. B2B teams, on the other hand, often hide behind personas and assumptions. Aditi suggests widening the pool by talking to students and early-career professionals who already use enterprise software. They may not be buyers today, but they become decision makers tomorrow. Those conversations cost almost nothing and create raw material more valuable than agency-produced content.

She frames the real task as choosing the right method for the right question. If you want to refine messaging, talk to your most active customers. If you want to understand adoption patterns, run reports. If you want to pressure test a product roadmap, combine both and compare the results. Decide upfront what you need and when you need it. Then continue adjusting, because customer understanding is not a one-time project, it is an ongoing discipline.

Key takeaway: Use customer conversations as a validation layer for your data. Pair five direct interviews with your dashboards, and you gain language, context, and trust that numbers alone cannot provide. Always define why you need an insight, then pick the method that gets you there fastest. That way you can build messaging, campaigns, and roadmaps grounded in reality rather than in assumptions.

Balancing Quantitative Data with Customer Conversations

Marketers keep adding dashboards, yet confidence in the numbers rarely grows. Aditi argues that a few customer conversations often do more to build certainty than a warehouse of metrics. Early in her career she spent long days interviewing retailers, truck drivers, and mechanics. She filled notebooks with their words, then worked through the mess to find common threads. The process was slow, but it created clarity that still guides her perspective today.

“You do not need hundreds of those conversations. You just need five, and you will come out so much more confident in the data you are looking at.”

That perspective challenges a common assumption in B2B marketing. Models can predict buying intent, but they cannot capture the urgency or tone that customers bring to their own words. Dashboards may flag data scientists as target buyers, yet when you sit with an aspiring data scientist, you hear frustrations and motivations that algorithms miss. Real language often carries sharper meaning than the polished words marketers invent for campaigns.

Aditi warns that relying only on quantitative signals pushes teams into a self-referential loop. Marketers build strategies based on metrics, then describe those strategies in their own buzzwords. Direct conversations break that loop. Even five interviews can ground your messaging, highlight gaps in the data, and validate where models are directionally right. B2C teams often benefit from tighter feedback loops through customer-facing channels. B2B teams need to create their own versions of those loops by talking to users directly, including students and early-career practitioners who represent the next generation of decision makers.

Every stage of marketing benefits from this practice. Roadmaps become sharper, content becomes more resonant, and campaign ideas carry more weight when tested against real voices. Customer interviews cost little compared to polished content campaigns, yet they create a foundation of confidence that technology alone cannot replicate.

Key takeaway: Five direct customer conversations can build more confidence than a room full of dashboards. Capture the exact words your buyers use, compare them with your data models, and use both inputs together. That way you can validate your metrics, sharpen your messaging, and trust that your strategy connects with the people who matter most.

Gathering Customer Insights From Underrated Feedback Channels

Marketers love surveys. They love sending out NPS links, post-purchase forms, and satisfaction checkboxes that make dashboards look busy. Aditi is blunt about the limits of this ritual. A buying committee has users, influencers, and decision makers. Each group has different needs, and you cannot lump them into a single “customer voice.” If you want useful signals, you have to decide who you are li...

What’s up folks, today we have the pleasure of sitting down with Rebecca Corliss, VP Marketing at GrowthLoop.
 

• (00:00) - Intro

About Rebecca

Rebecca is a veteran marketing executive known for building engines that drive outsized growth. She is currently VP of Marketing at GrowthLoop, shaping the go-to-market for its Compound Marketing Engine. Previously, she scaled VergeSense from Series A through Series C with over 8X ARR growth, and at Owl Labs she took the company from launch to 35,000 customers worldwide while establishing it as a future-of-work leader.

She also spent eight years at HubSpot, where she grew demand generation to 60K leads per month, doubled blog-driven leads, and built leadership programs that developed the next generation of marketers. Across every role, Rebecca has consistently turned early-stage momentum into durable, scalable growth.

The Future Agentic Marketing Org and the Rise of the Marketing Dispatch Layer

Rebecca lays out a future where marketing org charts gain an entirely new layer. She predicts three core structures: leadership, dispatch, and pods. Leadership continues to steer strategy, but the demands on CMOs change. They will need fluency in data systems, architecture, and AI operations. Rebecca explains that “CMOs have to flex their technical chops and their data systems and architecture chops,” a shift for leaders who have historically leaned on brand or budget narratives.

The dispatch layer functions as the operational hub for campaigns. This group manages data flows, AI orchestration, and channel activations. It operates like a control room for all outbound communication. Dispatch is staffed with people who rarely sat in marketing orgs before. Data engineers move in from IT, privacy specialists join the table, and Rebecca even describes “traffic cops” who arbitrate which campaigns reach a customer when multiple business units compete for the same audience.

“Imagine this new dispatch layer, the group that is thinking about the systems, the data, the AI, the architecture, and campaign activation for the entire marketing org holistically.”

Pods sit at the edge of this system, each one tasked with a specific objective. A retail pod might obsess over repeat purchases and next best product recommendations. Pods shape customer journeys, creative work, and product presentation. They do not execute campaigns directly. Instead, they work with dispatch to push scaled, AI-driven activations that tie back to their mission. This structure gives pods focus while ensuring campaign execution remains coordinated and efficient.

Rebecca stresses that humans remain responsible for organizing this system. Agents will handle execution, but people set goals, decide structures, and elevate the skills required to manage AI effectively. The companies that thrive will be the ones that invest in human fluency now, especially in data architecture and cross-functional collaboration. Marketing leaders cannot wait for agents to make the org smarter. They have to build teams ready to use agents well.

Key takeaway: Treat dispatch as a new operational hub inside marketing. Staff it with cross-functional talent such as data engineers, privacy experts, and campaign traffic managers. Align pods around clear business outcomes, and let them focus on customer journeys and creative execution. Give dispatch responsibility for scaling campaigns through AI agents. Start by training CMOs and their leadership peers to speak the language of data and AI strategy. That way you can prepare your organization to actually run an agentic structure instead of scrambling when competitors already have it in place.

Lifecycle Marketers Belong at the Center of Every Agentic Org

Lifecycle marketers thrive in environments where customer signals drive execution. Rebecca describes them as the people who study every stage of the journey, then translate that understanding into activation rules that actually serve the customer. Agents may handle the heavy lifting, but lifecycle marketers decide what matters and when it matters. They are the human layer that keeps the entire system from drifting into mechanical noise.

“If it supports the customer, it supports the business objectives. That is the way everyone wins.”

Rebecca explains that lifecycle marketers split into two groups. Some will lean technical and operate directly in the dispatch layer. They will define activation strategies, ensure campaigns run with precision, and use data to protect customer-first thinking. Others will integrate into pods and shape the full journey, using systems thinking to design one-to-one experiences at scale. Both groups carry the same DNA: empathy paired with curiosity about how AI can extend their reach.

This structure becomes even more important in content. Generative AI can produce endless material, but personalization collapses if the output feels artificial. Lifecycle marketers bring the judgment required to keep content aligned with customer needs. They will be the people asking hard questions about tone, timing, and authenticity while still leveraging AI to handle scale. The combination of empathy and technical curiosity will keep campaigns human, even as agents flood the stack.

Rebecca calls this quality “heart,” and she sees it as the non-negotiable element that AI cannot replicate. Lifecycle marketers carry responsibility for maintaining authenticity while still driving one-to-one marketing. Their role is not to fight against automation but to guide it toward outcomes that respect the customer experience.

Key takeaway: Lifecycle marketers should sit at the center of every agentic org. Place technical lifecycle marketers in the dispatch layer to design activation rules that protect the customer. Embed strategic lifecycle marketers inside pods to architect journeys that scale with authenticity. Treat empathy as the operational safeguard, and give lifecycle marketers the authority to enforce it. That way you can use AI to expand capacity without sacrificing trust.

Why Marketing Channel Specialists are Fading

Channel specialists are facing a turning point. Rebecca explains that AI agents now handle many of the mechanical tasks that ...