THE CHAIN
MANAGING THE EXECUTION OF MARKETING
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A CASE FOR DREAMS
very week seems to bring a new curveball. Markets shift. Budgets tighten. Another platform changes the rules. And the pace of technological change can make even the most grounded marketer feel like the floor is moving. In moments like these, it’s tempting to narrow our focus to the urgent and the measurable. Yet there is something older, steadier, and absolutely essential we can’t afford to lose: the power to dream.
Personally and professionally, dreams tend to fade under the weight of responsibilities, setbacks, and pragmatic “to-do’s.” We trade the wide horizon for the next sprint. We accept a smaller story about what’s possible. Meanwhile, we live in a world that delivers almost anything on demand. The feed refreshes, the bot completes our sentence, and the map tells us the fastest route. Convenience is wonderful, but it might just be strangling our imaginations.
We’re already seeing the outlines of an AI bubble as only a few platforms will. These tools can be useful accelerators, but they are not substitutes for original vision. When everything is predicted, pre-filled, and optimized, what’s left to discover? Maybe this is the moment to return to the blank page, to paint the picture in our minds instead of asking a computer to do it for us. Our minds remain the most astonishing creative devices on the planet.
For marketers, dreaming isn’t escapism; it’s strategy. The best growth stories began as audacious “what ifs”: What if we reframed the category? What if we solved the friction no one else is willing to touch? What if our brand felt less like messaging and more like a movement? Dreams define the future we’re trying to earn—and then they direct the experiments, partnerships, and craft that make it real. No model can hand you that. At best, it can help you test it.
Going forward, companies that flourish will remember that human imagination isn’t just fuel for success; it’s the lifeblood of the enterprise. They’ll create cultures where curiosity outranks certainty, where taste and craft still matter, and where print, events, and tangible experiences pull people out of the scroll and into real attention. They’ll measure not only reach and efficiency, but also depth—time spent, stories retold, loyalty earned.
This issue is a small stand for that kind of work. May it nudge you to dream a little bigger than the brief. Enjoy!
Warmest regards,
Diana Renner Publisher
AUTHORIZED PARTNER
The 562 lbs of paper used for this project were offset by reforesting 6.76 standard trees.
Think Patented is an Authorized Reforestation Partner of PrintReleaf.
02 Cover Story The Chain 06 Feature Through the Fog 10 Tactics Strategies You Can Use 12 On the Record with Chris Ross Your 7-step plan to better chain management
Publisher Diana Renner
The Noodle is published bimonthly by Think Patented, ©25. All rights reserved.
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Production Notes
This issue features our reticulated strike through varnish on the front and back covers. Printed on the Heidelberg XL 106 with process UV inks, using Genuine Gloss 100 lb Cover and Genuine Gloss 80 lb Text. The insert is printed on Accent® Opaque 80 lb Cover. This publication was printed on FSC® Certified paper.
THE CHAIN
MANAGING THE EXECUTION OF MARKETING
LIKE ANY GOOD RELATIONSHIP, YOU NEED COMMUNICATION. THAT STARTS WITH CULTURE. HIRE THE RIGHT PEOPLE AND TRAIN THEM TO SET UP SYSTEMS THAT ENSURE QUALITY DURING EXECUTION.”
— ROBIN DIMOND, FOUNDER/CEO, FIFTH & COR
n the early days of Fifth & Cor, Robin Dimond received a crash course in what happens when marketing execution isn’t connected to the bigger operational picture. As she recalls, the campaign seemed destined for the “highlight reel.” A brand asked her team to promote a specific product through an influencer. The post went live. The clicks poured in. And in less than 24 hours, sales hit $15,000. Then came the call that they had run out of inventory.
EVERYONE SHOULD KNOW THE GOALS, THE AUDIENCE AND THE BRAND STANDARDS BEFORE THEY BEGIN. FROM THERE, CHECKPOINTS ARE BUILT IN AT CRITICAL STAGES, NOT JUST AT THE END.”
— TRISHA GALLAGHER, SENIOR VP/MARKETING, MARKETRI
What no one mentioned before the campaign was that supply was limited. A moment of success had instantly turned into a missed opportunity. “That moment became a turning point,” says Dimond, founder and CEO of the innovation and immersive marketing firm. “We realized that for campaigns to succeed, it was not enough to just deliver results. We had to be embedded in every part of the process, including supply chain visibility.”
Today, Dimond and her team align with sales, operations and marketing from the jump—tracking inventory, building systems with checkpoints and documenting every step. Even something as simple as a shared Excel sheet becomes a key part of ensuring everyone—from vendors to creative teams—is on the same page.
Experience, as tasking as some memories can be, has taught her that when it comes to marketing, success is never just about the idea; it’s about execution. And execution only works when everyone is talking. “That was one of the biggest misses we made when we first started out. Now, we make sure everyone is aligned on what products to push and ensure the supply chain can support the demand. For a campaign to succeed, it isn’t enough to just deliver results, you have to be embedded in every part of the process,
including supply chain visibility.”
Fifth & Cor’s system is straightforward but disciplined. Every campaign has documented checkpoints and a shared communication log so no step is missed. Her advice for teams looking to strengthen their execution falls into three areas: create systems and checkpoints that everyone agrees on; document additions or changes as soon as they happen; and respond to updates within 24 hours.
“Like any good relationship, you need communication,” Dimond says. “That starts with culture. Hire the right people and train them to set up systems that ensure quality during execution. And finally, communicate throughout the entire process. Time kills all marketing projects. Don’t let it.”
START WITH THE BEGINNING
For Trisha Gallagher, the smooth execution of any marketing campaign begins before any creative work is done. The Senior VP of Marketing at Marketri starts by making sure everyone understands the bigger picture before any work begins. That means a kickoff meeting where the strategy, goals, roles and responsibilities are clear—and where everyone knows the handoffs from start to finish.
Collaboration touchpoints are set from the
start, so each person understands how their work connects to the whole. “Every provider has their own focus—creative quality, speed, cost efficiency,” Gallagher says. “If those priorities drift from the overall project goal, the work suffers. When people see how their piece impacts the campaign’s success, they make better decisions.”
That alignment also means making timelines, milestones and next steps visible to all, and adjusting quickly when changes happen. When it comes to quality and consistency, Gallagher removes ambiguity with a clear brief. “Everyone should know the goals, the audience and the brand standards before they begin. From there, checkpoints are built in at critical stages, not just at the end, to ensure the work stays on strategy and on brand.”
The key is communication—the glue Gallagher says holds everything together. “Without it, people work in silos and details get missed. Vendors and providers should see themselves as partners in the outcome, not just contributors to one piece of the work.”
To help keep things moving throughout the chain, Gallagher and her team use project management tools, shared timelines and regular check-ins to keep information flowing. The process works to build a sense of shared ownership.
Think of it this way: Marketing execution is a chain of interdependent links. Creative teams rely on clear strategy. Strategy relies on accurate information about timelines, budgets and supply. Vendors and partners rely on consistent communication to deliver their part on time and on brand.
Break one link and the whole chain weakens.
“You have to build the relationship before you need a rush job,” Gallagher says. “Match your working style to the stakeholder. If a partner wants more collaboration or the vision is still taking shape, set tighter checkpoints at the start, use smaller deliverable batches and review early proofs. Map the process end to end so everyone understands dependencies.”
Excellence in marketing isn’t just about the big idea—it’s about ensuring every link in the chain works in sync. When strategy, communication and execution align, campaigns don’t just launch—they deliver their full potential.
01 Build relationships before you need urgent help.
02 Adapt your working style to your partners.
03 Use smaller deliverable batches and early reviews if the vision is still evolving.
04 Overcommunicate until you find the right rhythm.
05 Map the process from end to end so dependencies are clear.
06 Be transparent about constraints and flag risks early.
07 Close every project with a quick debrief to improve the next one.
SOURCE: TRISHA GALLAGHER, SENIOR VP/MARKETING, MARKETRI
Through the Fog
Leading in ambiguous times
HE MEETING STARTED WITH A QUICK check-in on deliverables for a public health campaign. But halfway through, Caroline Geraghty saw that the numbers the creative team needed doubled overnight. The ripple effect was immediate. There were more assets to produce. More vendors to brief. Tighter timelines.
While the crush of what Geraghty saw in front of her would have stressed other marketers, she didn’t flinch. Weeks earlier, Geraghty, an Internal Account Manager at 110 North The Creative Agency, had mapped out the project with meticulous care. Crafting her strategic approach, she built a centralized hub, creating integrated feedback loops, and aligning every internal and external player on the campaign’s mission. The work she put into the preparation meant when the ask expanded, the team could pivot without panic—and without sacrificing quality.
“Because we had aligned the supply chain early, we were able to scale without compromising,” Geraghty recalls. “It was a flexibility built on strong initial setup and collaborative communication.”
Geraghty’s story of what happens when marketers must lead through the haze of what can, at times, be unpredictable circumstances, is a small but telling example of why marketers cannot afford to guess their way forward. While the path may not be
clear, how you lead through the fog can determine whether your team emerges stronger or stuck.
For Geraghty, resilience starts with productivity through effective communication. “I begin by aligning all stakeholders on purpose: What are we solving for, who are we speaking
to, and why now? From there, I use tools like Monday.com to visually map out milestones, dependencies and responsibilities, creating both structure and transparency across the supply chain.”
Her biggest challenge is when there is misalignment—not just on timelines,
ANCHORING IN VALUES
but on values and communication norms. She tackles it with what she calls the CORE+ method:
❱ Center & Check-in
Ground the team in the campaign’s purpose and current phase
❱ Observe with Curiosity
Identify friction without blame
hen chaos hits, as it sometimes is prone to do, Tim Berney doesn’t pretend to have all the answers, but he makes sure his team knows what’s true. He is a firm believer that clarity is more important than certainty.
“I anchor the team in what we stand for, who we serve and what great work looks like,” says Berney, CEO of VI Marketing and Branding. “At VI, that means leading with our values: integrity (Honorable), showing up for each other (Dependable) and leaning on both smart strategy (Smart) and original thinking (Creative).”
Berney refers to these values often, especially when the ground feels like it is shifting. “You don’t need to have every detail figured out, but you do need to give people something solid to hold on to. If something is not working, we fix it. If a better way shows up, we try it.”
That philosophy is built by creating a culture where it’s safe to be wrong, and encourages experimentation and learning. Take artificial intelligence (AI) and automation, multipliers Berney uses for audience segmentation, personalization and predictive insights. “We innovate constantly, but we also protect the soul of the brand.”
Berney is no stranger to navigating storms. For example, when a major leadership transition at VI
exposed a culture of “fear-based politeness” that stifled honest feedback, he and his team rebuilt from the inside out—introducing new communication standards, retraining staff and modeling transparency. The end result was three consecutive record-breaking years.
“You have to zoom out and hold steady to your purpose and vision,” Berney says. “Create a culture where people feel safe to take risks, fail and learn. Resilience grows where people feel valued and engaged. Keep the energy and connection alive, even through hard times, because resilience grows in environments where people feel valued and engaged. Ultimately, it’s this combination of purpose, adaptability and culture that keeps teams motivated and focused no matter the external pressures.”
In the end, in uncertain times, leadership isn’t about having all the answers—it’s about giving your team clarity, connection and the confidence to move forward. When purpose, adaptability and trust guide the way, even the fog becomes navigable.
CREATE A CULTURE WHERE PEOPLE FEEL SAFE TO TAKE RISKS, FAIL AND LEARN. RESILIENCE GROWS WHERE PEOPLE FEEL VALUED AND ENGAGED.”
— TIM BERNEY, CEO, VI MARKETING AND BRANDING
5 WAYS TO LEAD IN AMBIGUOUS TIMES
1. Anchor in Purpose
Remind your team why the work matters. Values and mission statements aren’t fluff—they steady the ship when everything else feels uncertain.
2. Build Flexible Structures
Use tools and briefs to create clarity, but leave room to pivot. Rigidity breaks under pressure; flexibility adapts.
3. Overcommunicate
Silence fuels ambiguity. Fill gaps with updates, check-ins, and transparency— even if the message is simply, “We’re still waiting for clarity.”
4. Normalize Experimentation
Make testing and iteration routine. Celebrate lessons learned as much as wins to build a culture that embraces change.
5. Protect the Human Element
Tools matter, but people drive results. Keep connection and trust at the center of your leadership.
SOURCES: CAROLINE GERAGHTY, 110 NORTH THE CREATIVE AGENCY; TIM BERNEY, VI MARKETING AND BRANDING
❱ Reflect to Connect
Translate feedback into shared understanding
❱ Express with Compassion
Set expectations with clarity and respect
❱ Empower through Commitment
Co-create solutions and integrate next steps
Geraghty also believes consistency is born from clarity and connection. She maintains a central source of truth—a living brief or campaign hub—and layers in reviews to ensure cohesion. “When teams feel seen, heard and informed, they take more ownership of quality. Your execution chain is only as strong as the trust you build along it.”
WHEN TEAMS FEEL SEEN, HEARD AND INFORMED, THEY TAKE MORE OWNERSHIP OF QUALITY. YOUR EXECUTION CHAIN IS ONLY AS STRONG AS THE TRUST YOU BUILD ALONG IT.”
— CAROLINE GERAGHTY, INTERNAL ACCOUNT MANAGER, 110 NORTH THE CREATIVE AGENCY
THE GREAT AI BUBBLE?
AI is everywhere—in our headlines, budgets, and boardrooms. But behind the breakthroughs and bullish bets lies a more sobering reality: explosive spending, sky-high valuations, and talent wars that feel eerily familiar. As hype outpaces substance, some are starting to wonder—are we watching the next big bubble take shape?
FOLLOW
THE MONEY.
❱ $392 Billion – That’s how much is being poured into AI infrastructure in 2025, a figure larger than the GDP of South Africa.
❱ In Q2 ‘25 alone, AI capital expenditures contributed more to U.S. GDP growth than consumer spending.
SOURCE: BLOOMBERG, GOLDMAN SACHS RESEARCH (2025)
TALENT IS THE NEW OIL.
❱ Tech giants are fighting an arms race for AI minds.
❱ Meta has floated hundreds of millions in pay packages, with one rumored offer of $1.5 Billion to a single researcher.
SOURCE: THE INFORMATION, WSJ (2025)
DÉJÀ VU? CALL IT 1999.
❱ Over 10,000 AI startups now crowd the field.
❱ 64% of U.S. venture capital in 2025 has gone to AI startups.
❱ Valuations have skyrocketed: Safe Superintelligence is valued at $32 Billion and Thinking Machines: $12 Billion. Neither has released a product.
SOURCE: PITCHBOOK, CB INSIGHTS (2025)
SAM ALTMAN, OPENAI CEO, WARNS: “WE ARE IN A BUBBLE. SOMEONE WILL LOSE A PHENOMENAL AMOUNT OF MONEY.”
SOURCE: FINANCIAL TIMES (2024)
THE OTHER SIDE OF THE BUBBLE
AI may be in a hype cycle—but behind the buzz, there’s substance. From code to contracts to customer service, artificial intelligence is transforming how work gets done. The challenge now isn’t proving it works—it’s figuring out where it actually works best.
WHERE AI DELIVERS
CUSTOMER SERVICE
❱ 80% of companies use AI-powered chatbots
❱ 95% of decision-makers report faster service and lower costs
SOURCE: GARTNER (2025)
SOFTWARE DEVELOPMENT
❱ 84% of developers use or plan to use AI tools daily
❱ Developers are 55% faster with
GitHub Copilot
❱ 20–30% of code at major tech firms is AI-generated
SOURCE: GITHUB, MCKINSEY (2024–2025)
CONTRACT REVIEW
❱ AI tools deployed by Microsoft, Airbus, Mastercard, L’Oréal
❱ Mercedes-Benz: 83% faster contract turnaround
SOURCE: IRONCLAD, LEGALTECH NEWS (2025)
OTHER FUNCTIONS
❱ Resume screening
❱ Marketing content generation
❱ Fraud detection
❱ Demand forecasting
SOURCE: DELOITTE, BCG (2024–2025)
SOME MARKETING ADVICE:
ADOPTING AI = RETHINKING WORK
❱ You can’t plug it in like a printer.
❱ Think of AI as a brilliant but unpredictable intern—it requires training, oversight, and human backup.
❱ According to MIT, the biggest barrier to AI success is employee resistance to new tools.
SOURCE: MIT SLOAN MANAGEMENT REVIEW (2024)
What are the key signs a leadership team is detached from marketing reality?
One of the biggest signs of a disconnect is a significant disparity between expectations and reality. When marketing is being tasked with achieving something extraordinary, but without the requisite resources or time frames, it signals a mismatch that can be a huge issue. For example, businesses with hyper-aggressive growth plans may be allocating radically less than competitors in the category. Outspending is no guarantee of success, but expecting a marketing team to outperform with a fraction of the resources can be setting marketers up to fail.
A SEAT AT THE TABLE
GARTNER ANALYST CHRIS ROSS SHARES THE IMPORTANCE OF MARKETING
Chris Ross knows what it takes to lead marketing at the highest level. As a VP analyst in Gartner’s Marketing Practice, he advises CMOs at some of the world’s most influential brands on strategy, brand, leadership, and innovation. Drawing from years of experience building and running high-performance marketing teams, Ross now helps leaders navigate the complexities of modern marketing. In this Q&A, he shares why marketing’s role has never been more critical—and why today’s leaders must fully embrace it to drive growth and resilience.
Why do so many companies in competitive markets still underfund marketing despite clear benchmarks?
Many companies don’t make the effort to benchmark against others, so their view is limited to the history of marketing spend from an internal point of view. If the company has had success, the mindset is often that they are where they
need to be relative to marketing spend. Often organizations that underfund marketing don’t see a clear connection between marketing and business impact. This doesn’t mean that impact doesn’t exist, but the marketing may not be clearly communicating that impact, which makes it more difficult to secure additional funding and resources.
How do challenger brands win with lean budgets?
That’s a complicated question with a lot of dimensions. At the core, a challenger brand needs a solid, distinctive value proposition. How are you better or different than other providers who address the same problems your business addresses? Armed with a strong story, a challenge brand typically can’t, and shouldn’t, attempt to outspend others in the category, but can see success through lots of testand-learn initiatives, trying things that more established competitors wouldn’t attempt. Winning with a lean budget requires being scrappy, taking calculated risks, exploring the seams that larger competitors may not see.
How should CMOs frame the budget conversation with CFOs or boards to shift thinking from ‘cost center’ to ‘growth driver’? The key is connecting marketing
initiatives to the top business priorities. A clear narrative on how the work that marketing is doing is connected to the top three to five business priorities can go a very long way towards winning the confidence of CEOs and CFOs. CFOs don’t want to see a big laundry list of marketing activity and expense without a clear understanding of where those things connect to core business priorities. Clear support for growth initiatives in particular is especially
important. Growth is consistently the top business priority for CEOs and CFOs. Ensuring marketing has a very direct, very clear story for supporting growth initiatives is highly effective with CFOs.
At what point should a CMO consider walking away from a role when budget constraints make success unrealistic?
At some point every CMO needs to assess if they have the support and
resources to be successful in the role. The world’s most talented CMO can’t accomplish what they need without the right team and adequate resources. The “do more with less” thing is common for every marketer, but there becomes a point where things may be stretched beyond reality. There’s no clear-cut situation for walking away; every marketer needs to determine if they have what they need and are in an environment where they can thrive.
“We
