When people ask me about my career, I usually start by saying that I’m a mechanical and industrial engineer. This surprises people, because my current role is CMO for a B2B SaaS company in the market research industry.
So how did I end up here? The journey to becoming a CMO is rarely straightforward. For me, it has been a colorful mix of experiences across industries, teams, and even countries that shape the way I lead.
Along the way, I picked up skills and perspectives that influence how I tackle challenges, connect with teams, and achieve business goals.
Two major qualities: adaptability and resilience
For CMOs and marketing executives, leadership and communication are table stakes. But, from my personal experience, I can say there are two underrated skills that are equally important: adaptability and resilience.
Early in my career, the president of the telecommunications company I worked for told me, “Resilience is the most important skill you need to have because things will change.” At the time, I thought it was such a negative message, but it turned out to be true.
In marketing, change is constant. You need to be able to adapt, especially in smaller organizations where external factors—like competitors or economic changes—can have a bigger impact.
The key is to embrace change as an opportunity to learn and grow. Here are some lessons that have stuck with me and how they might apply to your marketing leadership.
Why cross-functional experience matters
One of the biggest advantages of working across different roles is learning how the pieces fit together or, as I like to say, connect the dots. Early in my career, I was in roles that didn’t have much to do with marketing—logistics, project management, cross-functional alignment.
What I learned from those experiences was how to think about dependencies between teams, how to solve problems holistically, and, most importantly, how to get everyone aligned around a common goal.
Jan Hofmann
As CMOs, our success depends on cross-functional collaboration. Marketing doesn’t operate in a vacuum. To really drive results, you need strong relationships with product, sales, and customer success teams.
It’s about understanding each team’s role in the bigger picture and finding ways to work together effectively.
For example, during a major network expansion project in the telecommunications industry, I learned how to manage priorities and investment decisions at a massive scale.
Even though the context is very different from what I do now, the skills I gained—business case development, risk assessment, and investment prioritization—apply just as much to launching a new product or developing a marketing strategy.
Unsung leadership skills to navigate change
As I mentioned above, adaptability and resilience are critical marketing skills that often fly under the radar. Whether it’s a shift in consumer behavior, new competition, or external economic pressures, we need to navigate uncertainty with a steady hand.
Adaptability is about more than reacting to change—it’s about anticipating it and turning challenges into opportunities. Resilience, on the other hand, is what keeps you moving forward when things don’t go as planned.
Erik Bergman
Both skills complement each other, creating the foundation for effective leadership in unpredictable environments. As a CMO in a dynamic SaaS environment, the ability to recalibrate strategies and maintain focus under pressure is crucial.
As a CMO or marketing leader, you won’t always control the factors influencing your business. What you can control is your mindset and response.
Being adaptable and resilient isn’t about abandoning plans—it’s about evolving them to meet the moment. And when you model these qualities for your team, you help create a culture of growth and problem-solving that drives long-term success.
The importance of OKRs and prioritization
When it comes to aligning teams and staying on track, clear goals are non-negotiable. OKRs (objectives and key results) are one way to bring structure and focus to what a team is working toward, but the specific framework matters less than the clarity it provides.
Think of it like a soccer team (I’m Brazilian, so soccer analogies come naturally). Everyone on the field has a role, and the team only succeeds when those roles are aligned toward the same goal.
Andrea Linehan
OKRs do the same thing for a company, giving every department and individual a clear understanding of how their work connects to the bigger picture.
But it’s not just about setting goals—it’s about constantly prioritizing. There’s always more to do than you have time or resources for, so you have to focus on what will make the most significant impact.
I challenge my team to think critically about where their time and energy are going. Does this initiative align with our goals? Is this the best use of resources right now? It’s about being intentional and clear on what matters most.
Building trust and staying curious
Lastly, leadership is about trust and curiosity. As CMOs, we’re not expected to know everything—and we shouldn’t pretend to. Surround yourself with smart people who are experts in their areas, and encourage them to challenge you.
I tell my team, “Show me what I’m not seeing. Push back if I’m wrong.” That kind of openness builds trust and makes everyone better.
Cecilia Dones
Curiosity is just as important. Whether it’s sitting down with a colleague from another department to understand their challenges or diving into a completely new project, staying curious keeps you learning and growing.
And in a role like CMO, where you’re constantly balancing strategy and execution, that growth mindset is key.
Final thoughts
The path to becoming a marketing leader looks different for everyone, but some lessons are universal. Build cross-functional experience, stay adaptable and resilient, prioritize ruthlessly, and never stop learning.
Above all, remember that success is a team effort—and the best teams are those that trust, collaborate, and grow together.
Marketing is challenging, but it’s also exciting. When you embrace the journey with curiosity and an open mind, you’ll not only lead better—you’ll enjoy the process along the way.
