On marketing leadership, digital strategy, and the translator problem in regulated industries.
I’ve been thinking a lot about the space between strategy and delivery. The difficult middle where good ideas often lose energy. My observation is that this is where the real work happens. Not in the ambition. Not in the backlog. But in the messy space where ownership, trust, commercial clarity, customer relevance, adoption and evidence have to come together.
Sky's recent restructure is being covered as an operational story. Consolidating sales teams, responding to market pressure, streamlining the organisation after a major acquisition. Should sound familiar to many in New Zealand at the moment. That framing is comfortable. It's also the wrong frame.
A framework for finding stocks where the evidence is already moving but the market hasn't caught up yet.
Energy companies are hiring marketers optimised for campaign delivery in a category that actually rewards systems thinking, behaviour change, and journey design, and the hiring brief is where the problem starts and where it has to be fixed.