Q: If you’re a CMO and had to improve one area — people, process, or tech —which would you choose?
A: Oliver Kimberley
Feels like a trick question! We re-ordered these from people-process-tech to process-tech-people earlier. But it’s not about choosing one. It’s about identifying your goals and seeing which area — or areas — need change to support that.
If you can’t see clearly which to prioritize, bring in a group like ours to help map things.
They’re interconnected. One cog moves the others.
Q: What makes a partner truly strategic vs. just a vendor? Any checklists?
A: Oliver Kimberley
Yes, I have one. First, I’d replace “strategic” with “trusted.” Trust is everything.
Check for culture alignment, long-term thinking and willingness to stretch beyond their typical scope.
A: George Forge
Agree. Also, look for partners who have sat in the seat — people who understand operations from experience, not just theory. Most breakdowns happen at the handoffs — between data, creative, production, media. A true partner helps connect those.
Q: How do you stay on top of abrupt changes?
A: Oliver Kimberley
If your standard process is strong, you’ll have bandwidth to address the unknown. If your daily operations are a mess, you won’t survive a surprise.
A: George Forge
Yes. Big changes are coming, especially with AI. Look to past shifts for reference —how the internet or Excel changed us. We’re actively disrupting our own services to stay ahead. Stay honest, stay curious.