Making marketing accessible
by Adam Faquirbhai, Director of Marketing, Reed

Adam details how to develop marketing’s relationships with other departments, and shares his tactics to get the higher-ups on board with his decisions.

30th September 2021 Read time: 42 minutes
Communication is vital for any business, especially between departments. As a marketer, you may find that you will need to justify your concepts and ideas to ‘Bob’ in finance at some point in your career. So, making marketing accessible within an organisation is a strategy a growth-minded marketer may need to implement to ensure that marketing is a valued driver of dynamic growth. How can you develop marketing’s relationships with other departments? How can you get the higher-ups on board with your decisions? 
Adam Faquirbhai is the Director of Marketing at Reed, one of the UK’s leading recruitment platforms. Reed has made it their vision ‘to connect people to a world of career opportunities online’ through job listings, courses, and career advice. 
Adam joined the What’s Possible Community sessions to give fellow marketers some advice, detailing what has worked for him as a marketing director in building trust with other departments as the marketing team’s role has grown in importance. 
Marketing has evolved over time. Marketing has a lot more accountability than it’s ever had before,” Adam said. “Think about a product team, finance team, engineering team. There is always an input and an output.  Marketing is expected to record outputs in the same way”. 

Building interdepartmental trust

Adam, who once worked in a finance role in investment banking (before he switched to marketing), says that if marketers want to make a breakthrough with the finance department within their organisation, they should ‘learn the language of finance’.
Finance directors like numbers. They like the ability to understand where investments go. They want to see returns on those investments. If you communicate in the right way, there is no way that a finance director would steer away from that,” Adam explains. 
When a marketer provides invaluable insights from the data and communicates that to the higher-ups, it builds confidence and trust. Then creativity and innovation can flourish.
Adam also acknowledges the need for marketers to persuade the board. He says that a Chief Marketing Officer must become the ‘Chief Storyteller’ to internally show the business what’s possible when the board gives marketing the space to innovate. 

Escaping a silo 

The communications team, which sits within the marketing team, communicates with other departments as often as possible and is committed to keeping all colleagues in tune with the brand. 
Adam encourages marketers to put in meaningful time with all their counterparts in the business. This way, the marketing team won’t be working in a silo, away from other departments. He also says that a marketer’s door should always be open for ideas from any part of the business.
There needs to be constant dialogue. People have to feel involved. Marketing is a fun area of the business, people like to understand what marketing is doing, and why marketing is doing the things that it’s doing,” Adam said. “If you communicate those things effectively, I’m sure that any other marketing director or similar will prosper”.
Adam has a checklist that can benefit many growth-minded marketers to make marketing accessible internally and externally:
  • Don’t work in a silo 
  • Build trust with other departments  
  • Be fully accountable internally  
  • Use data as a proof point  
  • Engage in constant dialogue and communications 
  • Learn the language of other departments