Embarking on a marketing sojourn with Kathryn Illy

Kathryn Illy, General Manager of Consumer Marketing at Destination NSW, is committed to gaining marketers a proper seat at the C-suite table. Here, she talks upskilling, career advancement and why we shouldn’t get sucked into the data swamp.

I always wanted to be a marketer who solved business problems - I didn’t want to restrict myself to being a professional service or brand marketer. However, when I first started out, I worked across a number of different accounts, largely restricted to financial services.

I spent a long stretch at Macquarie Bank as the Head of Marketing before transitioning to Director of Partnerships at Kessler. After that I moved to PWC, where I picked up the role of Head of Marketing and Brand.

For my next move I started to explore places I could transfer my skills to take on more of a problem-solving role.

The stars aligned for me when a job came up with Destination NSW. As a born and bred Sydneysider, it was an incredible opportunity I couldn’t say no to. This has led to a very exciting 12 months in my current role.

Marketing allows us to stand up and help steer the ship. And across my career on a few different voyages I’ve been able to glean a few things. Here’s what I’ve learned.

Never stop learning

The data divide has shown a clear need for education around how we use, store and collect customer information. This is why an integral part of growth within a business, or even at an individual level, revolves around upskilling.

Things are constantly changing and technology is advancing at a more rapid rate than in years gone by. If you sit still and don’t progress, others will invariably pass you by.

One of my key passions is to continue to grow my learning - for both myself and for my team. As members of ADMA, we’re able to lean into the association to hone our skills in the direct marketing space. The benefits of this are abundantly clear, and being able to take part in a range of different courses has really advanced our capabilities.

The marketing specialists who drive ADMA’s courses allow us to have a really hands-on approach. There is so much to learn in this industry and upskilling is the key to success.

Data needs to be put in the service of the customer

There are a few nuts marketers haven’t cracked yet, and the best way to use data is one of them. There is a real split now between using data insights to inform an experience, or turning the customer experience into one that shifts focus to the brand.

I think marketers are still spending too much time in the backend, so to speak, without really understanding what the experience is.

Certainly, the evolution of data technology is an exciting opportunity. In a few years time the companies that will be ‘winning’ will be those that have properly altered their data approach to focus on the individual. The truly successful ones will be putting the customer first, rather than the technology, as we often tend to do now

Don't become overwhelmed by what's out there

There is an endless amount of information out there for marketers, and it can feel all consuming. If we use data again as an example, there is literally a data swamp behind us. It can be a real challenge to wade through when trying to determine exactly what you need to focus on.

My tip is to not try and battle through the swamp, but rather, let it move you forward. Understanding the wider customer needs and motivators, and narrowing in on what will really move the needle, are essential. Marketers need to be laser focused and do two or three things really well.

It comes back to how we spend a lot of time focused on getting our tech right, but not necessarily spending enough time at the front end of the value chain. Moving forward, that is going to be a key challenge to overcome.

Make your own opportunities

I truly believe marketers can help steer the direction of their companies. However, it's up to them to figure out how they gain a seat in the boardroom. So it’s important to look at how marketing is positioned within their company.

Maybe I’m stating the obvious, but we need to examine how organisations or marketers intercept or intervene to solve business problems. This comes back to my earlier point about understanding the customer. How do you take a step to being a function versus taking a functional view?

Marketers are already making these changes. But it can be hard to get top level visibility when you’re not seen as a problem-solving business arm. This shift needs to be made clear and properly articulated. It’s a real issue, and one that will continue unless we challenge it ourselves.