How to Build and Scale a High-Performing Marketing Team

What does it take to build a high-performing marketing team that drives qualified sales opportunities?

If you’re reading this, chances are you’ve asked yourself that question recently. Maybe you’re hiring your first marketer. Maybe you’re rebuilding a team that’s not meeting expectations. Or maybe you’re tired of working with marketing agencies without seeing a real return.

Whatever brought you here, you’re in the right place. This guide is built for leaders who want a marketing team that positions their company as the most known, trusted and recommended company in their market.

At IMPACT, this is what we do. We help companies build in-house marketing teams that drive revenue using the Endless Customers System™. Whether you’re starting from scratch or rethinking what you already have, this guide will walk you through the structure, roles, and strategy you need to do it right.

Why You Must Think Like a Media Company

If you’re looking to improve your company’s marketing and planning to build an internal marketing team, it’s important that we start with an understanding of what great marketing must look like between now and 2030. The way people buy has changed dramatically, and it’s still changing fast. Your success depends on having the right team in place to drive your business toward becoming the most known and trusted brand in your market.

Before we go any further, I want you to do a quick exercise. Think about how you make purchasing decisions, especially the bigger ones.

If you’re in B2B, think about the last time your team had to invest in a new piece of software, hire a consultant, or bring on a vendor. If you’re in B2C, think about a major purchase you made for your home or family.

Where did that process start?

Chances are, it didn’t begin with a cold call or a sales meeting. It probably started with online research. Maybe you searched on Google or watched a few YouTube videos. You might have looked up things like “Is [product] worth it?” or “What to look out for when buying [service]?”

Social media might have played a role too. Maybe you paid attention to what people were saying on LinkedIn, or an influencer you follow shared a short video that stuck with you.

You probably also read through reviews, trying to understand your options, compare differences, spot red flags, and avoid wasting money.

And since November 2022, things shifted again when ChatGPT came out. Just like that, a new layer of buying behavior took off. Are you starting to catch yourself asking AI for answers, rather than clicking a bunch of blue links on Google?  Have you found that you typically get a more direct answer, faster, and that answer is something you feel confident in?

It’s not just you. That’s how most people buy now.

And if that’s how buyers behave, including you, then your marketing needs to match.

Most people don’t reach out until they’ve already done the bulk of their research. In fact, studies show that nearly 80% of the buying process is completed before a prospect ever talks to sales. By that point, they’ve already formed opinions. They’ve already decided who they trust and who they don’t. They’re just looking for confirmation.

This is why your presence online matters more than ever. The articles, videos, and tools you create are doing the heavy lifting in the buying process. They’re answering questions, breaking down fears, showing your process, and helping people decide if they believe in you before they ever hit “Contact Us.”

The companies that consistently show up with helpful, honest content are the ones that build trust. They’re the ones that get on the shortlist. They’re the ones buyers feel good about.

The companies that don’t? They’re invisible. And invisible companies don’t get picked.

That’s why great marketing today starts with thinking like a media company. One that publishes a consistent flow of authentic, educational content that meets buyers where they’re at. Content that shows up in search results, social feeds, inboxes, and AI recommendations, as well as on your website and in your sales process. Content that gives your buyers the confidence and trust to move forward with you, or at least be the company they’re most excited about.

But none of that content creates itself.

If you want to show up consistently, you need people inside your company who know how to make it happen. People who can write clearly, produce videos, interview subject matter experts, understand buyer questions, and turn your team’s knowledge into content that gets found and drives sales. 

This is what your marketing team should be built to do.

And with a media company mindset and the right team in place to execute, you’ll be on your way to becoming the most known and trusted brand in your market.

What to Insource vs. What to Outsource

So, you might be thinking to yourself, “Can’t we just outsource all of our content?”

That’s a fair question. And on the surface, it seems like a logical solution. Hiring freelancers or a marketing agency to handle content feels cost-efficient. You avoid hiring, reduce overhead, and get access to professional writers, videographers, and strategists. For a lot of companies, that seems like an attractive path …at least at first.

We’ve worked with hundreds of businesses, and a handful of them insisted on taking that approach, and ALL of them ran into the same problems.

The content felt generic and it was ineffective.

Generic is the word we heard over and over. The content sort of sounded “fine”, but it didn’t feel like them. It didn’t capture their voice. It lacked the specificity and authenticity that makes content actually useful. And now, in the age of AI, it’s gotten worse. More and more outsourced firms are using tools like ChatGPT to generate content quickly and cheaply.

And you can feel it.

It’s surface-level. It checks the boxes, but it’s missing what buyers really want: real stories, clear examples, honest insights, and language that sounds like it came from someone who knows what they’re talking about.

Outsourced content creators don’t know the stories like your team knows them. 

They don’t know exactly how you answer the hard questions buyers ask. 

They can’t explain your process the way you would. 

They don’t understand your buyer’s concerns the way your sales team does. 

And you end up with content that could literally be produced by any competitor in your industry.

If trust is what drives today’s buying decisions, which we know it is, then handing over the responsibility of building that trust to someone on the outside is a risk you can’t afford to take.

For those of you who’ve worked with an outsourced content provider before, you probably know exactly what we’re talking about. 

In fact, a lot of companies come to IMPACT after trying the outsourced route. We hear the same thing again and again: “We’ve wasted so much time and money on content that never moved the needle. We’re ready to bring this in-house. We want to learn how to do it right.”

Now, to be clear, we’re not against freelancers or outside support. There are parts of marketing that make perfect sense to outsource. At IMPACT, we use outside support for particular projects or needs. A few examples of this include web development, paid media management, AI chatbots, technical tool integrations, and graphic design. 

Why this works is because these are generally executional tasks. They require technical skill, and often skills that your company doesn’t need on a full-time basis. These freelancers don’t need a deep understanding of your buyers, how they think, what they expect from your company, and how your company is positioned to solve for them to get their tasks done.

Your content creators, however, most certainly do. Content is how you build trust. That has to come from inside.

Your team. Your voice. Your stories.

In the next section, we’ll show you exactly who needs to own that work and where to start.

The Two Roles You Need First

If you’re going to bring content production in-house, and if you’ve read this far, you probably see why that’s so important, you need to start with the two critical roles that make it possible.

Every company serious about building a high-performing marketing team that earns trust and drives qualified sales opportunities needs to invest in two key positions: a Content Manager and a Videographer.

When we work with clients, this is a non-negotiable. That’s just how powerful these two positions are to building a successful in-house marketing team. Without them, you simply won’t produce the quantity or quality of content that leads to significant gains.

Let’s break each one down.

The Content Manager

This is the person who owns your written content: articles, guides, emails, landing pages, and more. They’re responsible for publishing at least three new pieces of content per week, all aligned with The Big 5 topics (as part of the Endless Customers System) that buyers care most about: cost, problems, comparisons, reviews, and best-of lists.

They’re interviewing internal subject matter experts. They’re turning those insights into helpful content. They’re managing your website’s educational resources, your email marketing, your SEO, and your reporting. And they create sales enablement assets that help your sales team close deals faster.

But more than that, a great content manager is a teacher. Someone curious, thoughtful, and skilled at pulling knowledge out of your team and shaping it into something your buyers will trust.

And increasingly, they’re using AI tools to help speed up the process without sacrificing quality.

This is a full-time role, not a side hustle nor a shared duty. 

If no one owns it, your content will stall. 

And when content stalls, your marketing will fail.

To take the first steps at filling this role at your company, read How to Hire a Content Manager, and here’s a content manager job posting/description you can use. 

The Videographer

If content builds trust, video accelerates it.

To become a true media company, you need someone in-house who owns your video strategy and execution. For most companies, that means hiring a full-time videographer.

And yes, that’s a real role. And yes, there’s enough work for them.

The best-performing companies we work with publish at least two videos per week. These videos answer buyer questions, explain your process, and show your people. They follow frameworks like The Big 5 and The Selling 7 to support both marketing and sales.

But this role is about more than just filming and editing. A great videographer coaches your team to be great on camera. They help your company’s leaders and subject matter experts come across as confident, trustworthy, and real. They storyboard, plan, shoot, edit, and optimize videos for your website, YouTube, and social platforms. They also use AI tools to streamline production and keep things moving fast.

This person becomes the creative engine that brings your brand to life visually.

If your goal is to become the most known and trusted brand in your market, it starts here with the people who produce the content that earns attention and builds trust.

Here’s how to hire a videographer. 

In the next section, we’ll walk through how to size your team based on your revenue, so you know exactly what’s realistic for your business and when to scale.

Marketing Team Size by Revenue

Now that you understand the two roles every company needs to start with, a Content Manager and a Videographer, the next question becomes: what’s the right marketing team composition for me?

The answer depends on the size of your business and how committed you are to building a marketing function that drives revenue.

There’s no one-size-fits-all structure. But after working with hundreds of companies, we’ve seen clear patterns emerge based on revenue levels, team capacity, and how fast the company wants to grow.

Let’s break it down.

Companies Under $1 Million

If your business is still under the $1 million mark, hiring a dedicated marketing team probably isn’t realistic just yet. In most cases, marketing falls on the business owner. That might sound familiar.

This was exactly the case for Marcus Sheridan in the early 2010s. Before he became a partner at IMPACT, he was running a struggling pool company in the wake of the Great Recession. 

He couldn’t afford to hire anyone at the time, so he wrote every article himself, answering every customer question he could think of. He managed the contact list, sent out emails, updated the website, and ran the company’s social media. He also handled all the sales. And this was long before video was so prevalent, and well before AI tools existed to speed things up. It was just him, working 80 hours a week to get his company off the ground.

You might be in a similar spot right now.

If so, here’s the mindset to adopt: your marketing efforts might be your second full-time job. And that’s okay. Because today, more than ever, the people and businesses who create content consistently are the ones that grow.

We’ve seen it play out across industries. Solo entrepreneurs and small business owners who embraced content creation from day one: filming their own videos, editing everything themselves, building a following, engaging with their community… many of them became the most known and trusted voice in their space. And that’s what unlocked the growth that allowed them to scale.

So while this stage might feel daunting, or even impossible, the playbook is proven. If you want to grow but can’t yet afford to staff a full marketing team, you have to embrace the role of teacher, publisher, and builder.

Document what works. Start creating. Stay consistent. 

Build the foundation now, and when your business hits that next level, you’ll be ready to hand off the reins to someone full-time and with momentum already on your side.

$1 Million to $5 Million

Once you hit that $1 million to $5 million range, you’re typically in a position to hire your first full-time marketer. And maybe that’s why you’re reading this article, to learn how to do that!

Based on everything we’ve already covered up until this point, you’re probably realizing that this individual needs to be a hybrid of a content manager and a videographer. If you are, you would be correct.

Now, of course, it’d be hard to expect one person to have the output of both a full-time content manager and a full-time videographer, but knowing how important content and video is, you need to find someone who can do both at a high level.

You’re looking for a Swiss Army knife. 

Your first hire needs to be someone who can write, produce and edit video, manage your social media, update your website, and use the CRM and marketing automation. They should know how to manage your contact database, run email campaigns, and keep the content engine moving.

In our experience, you can absolutely find this kind of person, and we’ve helped many of the clients we work with find someone like this to add to their team.

While it’s unlikely that a single candidate will come in with every skill on day one, the right person will have many of them, and then the drive to learn the rest. That’s what you’re really hiring for. Someone who is resourceful, self-motivated, and ready to grow with the role.

When interviewing, ask candidates how they’ve built their skills. The best ones will tell you they figured it out on their own. When they wanted to learn how to edit video, use AI, or write code, they turned to YouTube or other online resources and taught themselves. That’s what you want to hear. You’re looking for someone who doesn’t wait to be told what to do. They see a challenge, get curious, and figure it out.

Speaking of AI, it’s such a critical asset for companies of this size. AI will help a solo marketer get significantly more done faster. For companies serious about growing at this size, your company MUST embrace AI, and you MUST have a marketer who’s willing and able to get the most out of it.

As your company grows, you may decide it’s time to split the role into two. Most marketers will naturally lean more toward either video or written content, and when that happens, it often makes sense to bring on a second team member to take the other side off their plate. In many cases, if that first hire is truly a self-starter, they’ll be ready to step into a leadership role and be able to help guide and mentor the new addition to the team.

$5 Million to $25 Million

Companies at this size most definitely have the resources to build an internal marketing team. Often, when fully established, we see marketing teams of 3-5 people being most effective. This is also the size company that IMPACT most often works with.

If your company is within this range and you're looking to start or build out your marketing team, the first position to figure out is who is leading the team. A dedicated, full-time head of marketing is best. This person oversees the marketing strategy, communicates that strategy across the entire organization, gets buy-in from leaders and other key stakeholders across the company, oversees the execution of all marketing work such as content and campaigns, and is ultimately accountable for achieving the company's marketing targets. This person is also in charge of hiring and leading the rest of the marketing team when built out.

Sometimes we see companies of this size having the owner or CEO as head of marketing. This can work if a few things are in place. First, the owner or CEO has a strong understanding of marketing and a willingness to learn and adapt. But more importantly, there's leadership in place to handle other key functions of the business so the owner or CEO can dedicate enough time to working with the marketing team. The latter is often the biggest issue we see with owner or CEO led marketing teams.

With a marketing leader in place and fully accountable for the marketing function of the business, the next two key positions to fill are the content manager and the videographer, as outlined above. When a company is above $5 million, there's really no reason not to staff both positions, and you should expect an output of weekly content that generally looks like: 3 written articles, 1-2 website videos, 2 YouTube videos, 2-3 short-form videos for social media, 1-2 emails per week, and some sales enablement content. Your exact content mix may vary. On top of publication, and one of the biggest benefits to having an in-house content team versus outsourcing to an agency, is that you can expect all of this content to be managed, updated, and optimized based on its performance. This is often an area an agency will fall short, since their primary focus is more on delivery of content per their scope that says to deliver X number of articles per week or so.

If your marketing team has a marketing leader, a content manager, and a videographer, you're staffed to do what 99% of your industry is not willing to do. Your company will be a publishing powerhouse, and you'll be set up so that whenever a buyer in your market doing research and searches Google, social media or AI, there'll be a good chance your content will come up, they'll find your business, learn from you, and ultimately want to choose you over the competition.

Companies on the larger side of this range, perhaps in the $15 million to $25 million range, we see them add another seat or two to their marketing team. Often, this is done to supplement the team already in place or bring more work in-house versus outsourcing. These additional positions often range based on the company needs, and most certainly should come after bringing content and video in-house, but we often see any of the following: graphic designer, web developer, revenue operations or HubSpot specialist, paid media manager, or a social media manager. Sometimes, we even see additional writers or video editors as well.

As your team becomes more established, you may also start thinking of career paths. One thing that's common is for a content manager or videographer, especially if they have leadership aspirations, to take on larger responsibilities on the marketing team, and often we see one of those two positions promoted to the marketing leader position, which is helpful if the CEO is leading marketing, the business is growing, and leading the marketing function needs to be delegated.

We've seen this be true many times with IMPACT's clients, such as the case with Corin Cook, who started with Berry Insurance as a content manager and now is the senior marketing manager, taking over the full ownership of the marketing function from business owner, Kaitlyn Pintarich.

$25 Million and Up

When we start working with companies doing $25 million in revenue and up, almost always do they have some level of a marketing function already in place. What's interesting though is that most companies of this size can go very far with the exact structure of a marketing department outlined above for companies in the $5 million to $25 million range. If you skipped over that section, go back and read that now.

What we often see for larger companies, especially as they're more in the $100 million range, is that they often don't have just one core product anymore. Often there are multiple core or important business units, product lines, or geographic regions to handle specific strategies, audiences, or go-to-market needs that justify separate marketing teams with very different focus areas.

What we often see are separate marketing teams inside larger organizations for each core product line or business unit, all with a marketing leader, content manager, and videographer (and perhaps a few other positions based on what that team needs). 

One great example of a company doing this well is the Mazzella Companies. They have 3 marketing teams, all resembling this structure, for three core areas of their business: lifting and rigging, metal roofing, and rollforming equipment manufacturing. Each team has a leader, a content manager, and a videographer, and each has their own website, learning center, YouTube channel, and social media profiles.

Another use case for having a marketing team of this structure for larger businesses we've seen is for recruiting. If your business has particular positions you're always recruiting for and say hiring dozens, hundreds, or even thousands of people every year, it may make sense to dedicate a marketing team to that initiative, with a leader, a content manager, and a videographer tasked to hitting those objectives.

We saw this play out with a client we worked with, Anderson Trucking Services (ATS), who needs to hire hundreds of truck drivers every year. They built a marketing team, in-house, fully dedicated to truck driver recruitment and nothing else. They launched a website, a YouTube channel, and a complete social media presence, publishing dozens of pieces of content per month, solely to capture the attention of job-seeking truck drivers and getting them excited about the opportunity to work at ATS.

Clarifying Roles & Accountabilities

Now that we understand how to structure the right marketing team for our size business, let's transition to setting up each member of the marketing team for success, both so that the company is in the best position to hit its marketing objectives, but also so that each member of the team knows exactly what is expected of them.

IMPACT's CEO, Bob Ruffolo's dad, shared great advice with him back when IMPACT was just starting to hire employees. He said "Every employee needs to know exactly what's expected of them and exactly where they stand."

That's what we're going to help you with in this section.

One of the best systems to help you with roles and accountabilities is EOS, the Entrepreneurial Operating System. Specifically, the People component of EOS. We’ll be referencing a handful of EOS tools throughout the rest of this article. 

For those of you not familiar with EOS (Entrepreneurial Operating System), one of the most powerful tools for building a high-performing team is creating what's called an Accountability Chart. Similar to an org chart, but better, the accountability chart clearly defines each seat in your organization, who owns that seat, and all the main functions of that seat. It focuses on roles and responsibilities rather than job titles, helping teams clarify who owns what to drive results.

When it comes to your marketing team, this clarity is essential. Without it, you get overlap, confusion, and people stepping on each other's toes. You get team members who aren't sure if they're doing a good job or not. And you get leaders who can't figure out why their marketing isn't working when everyone seems busy.

Let's break down the core functions of the three main seats we've introduced in this article.

Head of Marketing:

• Function: Owns the overall marketing strategy and execution
• Key accountabilities: Strategy development, team leadership, cross-departmental communication, budget management, revenue attribution
• Weekly output expectations: 1 strategy or planning session with team, leadership updates and reports, sales alignment meetings
• Success metrics: Marketing qualified leads, pipeline contribution, team performance

Content Manager:

• Function: Owns all written content strategy and production
• Key accountabilities: Editorial calendar management, content production, SEO optimization, sales enablement materials
• Weekly output expectations: 3 published articles, 1-2 email campaigns, sales collateral as needed, content performance analysis
• Success metrics: Content reach, content engagement, sales opportunities generated from content

Videographer:

• Function: Owns video strategy, production, and optimization
• Key accountabilities: Video content calendar, filming and editing, team coaching for on-camera presence, video performance optimization
• Weekly output expectations: 2 YouTube videos, 1-2 website videos, 2-3 short-form social videos, video performance reporting
• Success metrics: Video engagement rates, video-driven leads, subscriber growth

Use this as a starting point, and work with your team to adjust based on what your company needs. Every business is different, and your content mix and your expectations for each role may vary a little bit. The important thing is that expectations are clear and measurable.

To take this a little further, we recommend you read the book "Who" by Geoff Smart. While the book talks a lot about hiring (and we use this hiring process here at IMPACT), there's a powerful tool introduced in the book called the "job scorecard" that applies perfectly to what we're talking about here. A job scorecard complements the EOS Accountability Chart by adding clarity and measurability to each seat’s role. While the Accountability Chart defines the structure and assigns ownership for key functions, the job scorecard outlines the outcomes, core competencies, and measurable expectations for success in that seat. We recommend having a job scorecard for each seat rather than the typical, task-based job description. 

Now, if we go back to Bob's dad's advice, we've accomplished one part so far: "People need to know what's expected of them." But the bigger piece of accountability is "People need to know where they stand."

This is where another powerful tool from our friends at EOS comes in, called The People Analyzer.

The People Analyzer is a simple but effective tool that evaluates whether each person in your organization gets it, wants it, and has the capacity to do their role. "Gets it" means they understand the role, the culture, and what's expected. "Wants it" means they genuinely want to do the work and are motivated by it. "Has the capacity to do it" means they have the skills, knowledge, and bandwidth to perform at the level required.

For your marketing team, this becomes a quarterly conversation. Does your content manager get what it means to be the voice of your company? Do they want to be interviewing subject matter experts and turning those conversations into helpful content? Do they have the capacity to produce three articles per week while maintaining quality? If the answer to any of these is no, you know exactly where to focus your coaching and development.

The beauty of the People Analyzer is that it connects directly to the accountabilities we just defined. You're not having vague conversations about "doing better" or "stepping up." You're having specific conversations tied to the clear expectations you've already set. When someone knows they're supposed to produce two YouTube videos per week and they're consistently producing one, the conversation becomes straightforward. When their videos are getting low engagement rates, you can dig into whether it's a "gets it" issue, a "wants it" issue, or a "capacity" issue.

This level of clarity and accountability is what separates high-performing marketing teams from teams that are just busy. It's what allows you to coach people effectively, make good decisions about who stays and who goes, and ultimately build a team that drives real results for your business.

The result is a marketing team where everyone knows what's expected, everyone knows where they stand, and everyone is set up to win. And that's when your marketing starts driving the results your business needs.

Team Priorities & Metrics

When you're building your marketing team, one of the biggest questions you'll face is: How do I make sure they're working on the right things at the right time?

This is where most marketing teams go wrong. They get busy. They produce a lot of content. They run campaigns. But they're not aligned on what actually matters. And when the CEO asks, "What did marketing accomplish this quarter?" the answer is usually a laundry list of activities, not outcomes.

That's where the concept of rocks, or what we at IMPACT call Focus Areas, comes in. 

Rocks / Focus Areas

If you're familiar with EOS, you know what rocks are. If not, think of them as 90-day priorities. As part of the Endless Customers System, we call them Focus Areas. Same idea. Clear, quarterly goals that keep the team aligned and driving toward outcomes that matter.

Rocks and Focus Areas answer the question: What matters most this quarter? As a team, you define 3-7 rocks or Focus Areas for the marketing department. They represent the work that moves the business forward. Everyone on the marketing team should know them. Every weekly meeting should check in on them. Every piece of work should ladder up to one of them.

Here's what this looks like in practice. Instead of your content manager just writing three articles per week because that's what the job description says, they're writing three articles per week that support Rock #1: "Generate 50 new marketing qualified leads from content this quarter." Instead of your videographer just making videos, they're creating videos that support Rock #2: "Launch video sales sequences that generate 15 qualified leads per month."

See the difference? The activity is the same, but the focus is completely different. Everything connects to a measurable outcome that matters to the business.

On top of your department's rocks or focus areas, each member of the team should have their own 1-3 individual rocks as well. These might support the team's larger goals or focus on professional development. Maybe your videographer has a personal rock to "Master AI video editing tools to reduce production time by 30%." Maybe your content manager has a rock to "Complete HubSpot certification to improve lead nurturing campaigns."

This gives each person ownership and a clear way to contribute, without getting lost in the noise.

Marketing Department Scorecard

The next tool you need is your marketing department scorecard. This is how you track the key metrics your marketing team is working to improve on a weekly basis. Again, this is another tool that comes from EOS.

The Scorecard is a one-page tool that includes 5 to 15 measurable data points (called "Measurables") tracked weekly. These are activity-based leading indicators, not just lagging financial outcomes. Think of it as a dashboard for your marketing team. At a glance, you can see if the team is on track or if something needs attention.

Each measurable is assigned to a specific owner who is responsible for hitting the target each week. If a number is off-track, that creates a clear accountability conversation. No more wondering why leads are down or why content isn't performing. The scorecard tells you exactly where to look.

For a marketing team doing Endless Customers, here's what we often recommend tracking weekly:

• Number of leads generated
• Number of marketing qualified leads (MQLs)
• Number of sales qualified leads (SQLs)
• Number of sales inquiries
• Number of sales opportunities influenced by marketing
• Number of articles published
• Number of YouTube videos published
• Number of short-form social videos published

Your specific measurables might look different depending on your business model and goals. The key is that these are weekly metrics that predict future success. If your content manager publishes three articles per week consistently, and those articles are answering the questions your buyers are asking, you know lead generation will grow. If your videographer consistently publishes two YouTube videos per week, you know your subscriber count and video-driven leads will increase.

This is much more powerful than just looking at monthly revenue numbers and trying to figure out what happened. By the time revenue is down, it's too late to course-correct quickly. But if you see article production drop for two weeks in a row, you can address it immediately.

For more information on scorecards, we recommend reading the book “Data: Harness Your Numbers to Go from Uncertain to Unstoppable” by Mark O'Donnell, Angela Kalemis, and Mark Stanley, which goes in-depth on how to create scorecards for your company. 

The combination of rocks and scorecards is what transforms a busy marketing team into a results-driven marketing team. Your people know what matters most this quarter, and they know exactly how they're performing week by week. That's how you build a marketing team that consistently drives growth for your business.

What to Do Next

If this guide got you thinking differently about how to structure your marketing team, don’t let that momentum fade. There are a few ways to take the next step right now:

• Read the book Endless Customers to go deeper into the strategy behind everything we’ve laid out here.
• Join us at Endless Customers Live. You’ll hear directly from the companies doing this work, see real examples in action, and leave with a clear vision for how to bring it to life in your business.
• Talk to our team. If you’re serious about building or restructuring your marketing team, our coaches can help. We’ll walk you through who you need to hire, how to structure the team, what to prioritize, and even help with hiring and onboarding. We can also train your staff for you so they’re set up to succeed from day one.

You don’t have to figure this out alone. Let’s make sure your team is built to drive real results.