This paper chronicles a leadership journey moving from corporate marketing to higher education, highlighting the transformation of marketing operations from short-term, tactical service providers to strategic growth drivers. Drawing from experiences at the University of Manitoba and the Southern Alberta Institute of Technology (SAIT), it examines how effective marketing leadership in academia requires recognising unique operational environments characterised by complex governance, varied departmental configurations and inconsistent operational maturity. The core message illustrates how marketing teams must prioritise strategic initiatives that directly drive institutional goals before addressing less impactful, tactical requests. This approach requires balancing short-term demands against long-term brand building, actively managing stakeholder relationships and developing the organisational courage to say ‘no’ to misaligned work. At SAIT, this philosophy translated into a five-year strategic marketing plan using McKinsey’s 3 Horizons framework, shifting resources from account-based marketing services (50 per cent) towards brand development (from 10 per cent to 50 per cent). Implementation required extensive communication with leadership, quarterly updates to stakeholders and coaching team members. Results include reversing a decade-long enrolment decline, preparing for the first major brand evolution since 2016 and incorporating the voice of students into marketing decisions. This paper demonstrates how marketing can move from a production-oriented cost centre to a growth-driving strategic partner when teams protect their ‘big rocks’ and focus on long-term effectiveness rather than short-term stakeholder satisfaction. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Paul Lacap (Tue,) studied this question.