In times of chaos, the marketing team structure is often overlooked, but this can be a recipe for a disaster for hyper growth.
The lean marketing team that has started a business is not the same team that will scale it. Trust – as a serial marketing team from one I experienced the Fallout first -hand.
If you do not develop your marketing team during hyper growth, this can lead to overwhelming, poor quality work and missed goals, but how exactly do you structure it for growth?
The template shared in this article helps you to scale from five to 25 people without losing speed, clarity or effects. Each scaling phase is triggered by sales milestones and is set with setting priorities, role development and structural recommendations.
Table of contents
Why structure is important in hyperwaxism
At Hyperwaxism Speeds in which companies double annually and take care of themselves quickly is the right marketing team structure of crucial importance in order to protect the dynamics.
A recently carried out McKinsey survey showed Almost 67% of the organizations Report is excessively complex and inefficient. In other words, bad roles and structure have led to it Slower decisions, redundancy, And Reduced speed.
But why is that? In my experience, a large part of it comes back to workload and productivity. More ambitious goals often mean greater and a higher volume of tasks. Your work and roles have to reflect these goals.
For example, if you want to increase your content, you need more content manufacturers and strategists. If you bring a product onto the market, you need a product marketing manager to do it right.
If you accumulate more work on team members with already complete plates, only leads to burnout and even a emigration of employees. (I saw this first hand.)
Co -founder of Stage 2 Capital and earlier Drift Kings Mediater Mark Roberge reflects thissay:
“We have a long conversation with our founders from the goal about their five-year scale plan and a bottom-up analysis to understand the realistic inputs. This critical strategic decision, which determines everything, and many repetitions will support how many people, how many engineers, how much property.”
Talent is a resource, and if you do not receive the resources that are necessary to do a job, don’t be surprised if this is not the case.
Marketing setting plan template
After stripeHypergrowth teams usually restructure every 6 to 9 months in order to be based on business growth.
Elad Gil, an entrepreneur, operational executive and investor/consultant of the company, supports this idea and says Maintain 3x growth With the complexity of the team, the implementation of the right organizational design increases.
A marketing organization that scales scales needs a new, hypergroup-friendly team structure. The template below goes on the journey to a team of 25 through three phases:
- Foundation
- specialization
- scale
We will discuss which marketing roles you need in every phase, associated metrics, when to set specialists and sketch an effective structure of the marketing organization for quick growth. The best attitude sequence will ultimately vary from companies to companies, but these suggestions are a good starting point.
Phase 1: Foundation (5–10 people)
Since a company reaches an annual recurring turnover of $ 5 to 15 million and acquires over 100 customers, the first phase of the team building begins.
This phase is about establishing the core marketing functions and setting up basic tools and processes. A large part of it is the attitude of generalists with great skills that can wear different hats if necessary.
Find out more about the skills that all marketers should have in our article. “20 technical skills that every marketer needs. “”
While the priority of some roles depends on the type of their product and their business, others are universal. The actual job titles can change, but here are the roles that I would recommend in this phase:
VP or marketing director
This role leads the strategy, manages the early employees and the team is in the same way with the business goals. They tend to be the marketing decision -making maker and the one who was responsible for making metrics.
Efficiency metrics: Return on Marketing Investment (Romi), Customer Acquisition Cost (CAC), Marketing Sourced Pipeline, Marketing Efficiency Ratio (Mer)
Content marketing manager
They have content and SEO. You can create a variety of content yourself (i.e. blog articles, e -mails, target pages, videos) or manage production by others.
Efficiency metrics: Publication frequency, organic traffic growth, content -related MQLs, side traffic on the first to 30 days
Resources:
Manager of demand regeneration
The creation and pipeline generation supervises this role. They focus on maintaining conversions and leading to sales.
Efficiency metrics: MQLS, SQLS, COST Pro Akquisition (CPA), marketing source pipeline, repayment period
Graphic designer
Among other things, they create visual content, including website materials, social media and premium content.
Efficiency metrics: Campaign consistency rate, turnaround time pro asset, commitment increase (CTR, social shares), brands -adherenz -udits
Paid media specialist
They manage advertising and paid social.
Efficiency metrics: Impressions, CTR, CPC, CPA, Roas (return for advertising expenses)
Resources:
(Optional) Marketing Operations Manager
They manage automation and reporting systems. This would include working with tools like Drift Kings Media.
Efficiency metrics: Relationship between Marketing Efficiency (MER), campaign construction time, funnel conversion rates, data accuracy assessment
(Optional) product marketing manager
They focus on news and positioning.
Efficiency metrics: Use of sales survey, increase in profit rate, sales cycle reduction, product qualified leads
Resources:
(Optional) event or field marketing manager
They support personal events that can be particularly helpful for B2B organizations.
Efficiency metrics: The Pro Event generated leads, CPL, event presence rate, pipeline from events
Resources:
(Optional) marketing analyst
They monitor, measure and report on performance.
Efficiency metrics: Dashboard update cadence, coverage of the attribution model, forecast accuracy, data results generated
(Optional) marketing coordinator
They help with a variety of execution needs.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
In this phase, your marketing team structure is best when it stays flat. All team members report directly to the marketing manager. With fewer people in the team, this hierarchy helps to avoid confusion in decision -making and cooperation.
Pro tip: Gil recommends The managers initially award “functional areas, some of which are based on who has the time and the skills to concentrate on it and make this area successful”. This does not mean that you are stuck in this area forever. “Remember, nothing has to be permanent,” Gil continued.
At my last employer I saw a teammate from web development to account management, marketing, sales and then back to the web for over a decade – and I am sure that there are other departments that are missing me. I could see whitewashes, but I understand why it happened.
With new and smaller companies, phase 1 is only about an ongoing start. Managers need reliable people from whom they know that they can set up things for success and prove the concept before investing completely.
This is also the reason why the people who take on their roles in phase one should be generalists. As a marketing generalist, every team member can quickly adapt to the shift in priorities and help to build traction across core channels.
Do you need a graphic in a crunch, but your designer is busy with your website? The demand manager has time to help. Generalists are agile and agility is the key when scaling in hyper growth.
Tools needed: CRM system like HubSpotE -Mail marketing software for managing contacts and maintaining leads as well as CMS to publish content online or manage your website. Roll -specific tools such as the Adobe Suite or the canvas.
Drift Kings Media can also help you automate tasks and pursue your efficiency metrics.
Daniel Foulkes Leon, Senior Marketing Operations Manager at Coachhub, an HR technology company based in Germany, explains How Drift Kings Media helped his team scale during hyper growth and secure 330 million US dollars of financing.
“In twelve months (our team) grown from 250 to around 1,000 employees,” says Daniel. “We had to find some complex opportunities to prioritize work and automation.
Expected effects: Create a functioning funnel, create basic processes and generate an early pipeline traction.
Can’t I use AI to overfill these marketing roles?
Of course, AI can help support some of these roles, but it is not foolproof. At everyone In the phase, you need people who refine and check everything that is taken from artificial intelligence, especially in the generated content.
What about distant talents?
In my experience, it is wise to choose local or office team members when you are just starting to build up your marketing team and your strategy.
Remote work is connected to his own challengesLike the navigation of the time zone differences, the feeling of being separate and maintaining productivity. Do not make this phase even more complicated than it is. Keep things in the office until you are less in the river.
Phase 2: Specialization (11–17 people)
As soon as a company exceeds 15 million US dollar ARR and serves over 500 customers, it enters a new market with larger competitors. This means that marketing has to become more demanding and often more complex to attract attention.
In this sense, the second phase introduces specialization and a management level. Specialization is usually based on the department or channel ownership in order to improve performance tracking, to enable focus and to support repeatable growth.
New potential roles can include:
Director of the Demand Generation
This role supervises both paid and incoming efforts that focus on the promotion of conversions and sales. You will probably also manage the manager of the demand regeneration.
Efficiency metrics: Leads createdPresent Task final rate, accuracy of the campaign support, coordination turn time
SEO specialist
Your content manager has completed 1 SEO in phase. However, while you are growing, you need more advanced knowledge and skills to recognize improved visibility and performance of the website in search engines. This rent comes into play there.
Efficiency metrics: Task final rate, campaign support accuracy, coordination turn time and organic traffic.
E -mail marketing manager
This is another responsibility that grows from the responsibilities of the content marketing manager. It focuses on the care and communication of lead over life cycle and bond.
Efficiency metrics: Number of the launched e -mail campaigns, e -mail -Open-/conversion rate, correctness of the campaign support, coordination period
Resources:
Social Media Manager
Social media is a must these days and as we have learned as a industry, it is a full -time job. This role will manage the presence and commitment of your brand on various platforms.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
Videographer or video marketing manager
Video is not negotiable in today’s world, mainly thanks to social media. Phase 2 is an intelligent time to invest in talents with which you can build and scale this strategy.
Efficiency metrics: Number of videos completed, accuracy of the campaign support, coordination turn time
From here, additional content authors can also be needed to scale the output of content, or a campaign manager coordinates cross -channel initiatives that are bound with the income. It depends on your strategy, your goals and range.
At this point you are also in a better position Research a long -distance structure or a hybrid structure. You can even think about international team members. With built and solid foundations, you probably have the processes, tools and documentation that are required to support team members at various locations and at the same time maintain consistency.
Organizationally, the team should begin with the formation of functional teams with clear managers who act as middle managers. Channel-specific property improves the focus (e.g. content, search and demand), and the analytics function should only stand for objectivity and strict.
Required tools: Advanced marketing automation platform (such as HubSpot Pro), attribution and tracking tools.
Expected effects: Create a reliable, scalable performance in every channel and introduce efficient campaign processes.
Phase 3: Skala (18–25 people)
In the last phase-resolved, when the company reaches $ 40 to $ 100 million, and over 1,000 customer structures your marketing team to support global operations and long-term scale.
This means that a fully layered marketing organization is introduced with strategic and detailed roles across functions and regions.
New role considerations include:
Director of Product Marketing
This role has and leads the vision for the strategy and activation of market launches. They also manage the product team.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
Director of fire or creative
This role leads the brand stories and visual identity. They probably also manage all graphic designers.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
ABM manager (account-based marketing)
This role focuses on marketing for important segments or even certain accounts. It dances the sales and marketing line and can enable the orientation of sales and marketing orientation.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
Resources:
Cro manager (conversion rate optimization)
This role works in improving the on-site and funnel conversion rates.
Efficiency metrics: Conversion rate, task final rate
Marketing automation specialist
This role supports backend workflows and integrations. This can be related to operations, service or even web and marketing.
Efficiency metrics: Workflows started, the final task rate
Customer marketing manager
This role drives the commitment and storage. They focus on keeping customers happy and loyal.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
PR/communication manager
When you become a global name, the media and the public generally become more and more important. This role will monitor media relationships and the external news to create the best picture.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
International marketing manager
Speaking of global, this role will concentrate on the administration of localization and regional expansion.
Efficiency metrics: Task final rate, accuracy of the campaign support, coordination turn time
At this point, the structure should include at least two leadership layers, with the administrative managers of the directors and clearly defined functional areas such as brand, demand for demand, product marketing and operating operation.
Tool needs: Advanced Analytics platforms and ABM solutions such as 6Sense or Demandbase.
Expected effects: A company that promotes both pipeline and brand awareness in the markets. The team also has to focus on both the global strategy and the localized execution.
How to prioritize roles
In the perfect world you would like to hire all of these people, right? Unfortunately, the business world is not so rosy (especially at the moment).
Use these five points to decide which marketing roles have a priority:
- Evaluate the sales potential of the role and the question of whether it is directly connected to growth goals.
- Identify gaps in skill in your existing team and set them in to supplement existing functions.
- Rate the sub -performance channels that require new specialist knowledge or leadership.
- Think about where the team is operational and needs support.
- Agree with long -term strategic initiatives such as expansion, branding or product shifts.
FAQs about the scaling of a marketing team in hyper -growth
What is the ideal ratio of managers to individual?
Start with a ratio of a guide to five or six individual participants (also known as in phase one). With increasing complexity, directors or team lines should manage smaller groups of three to seven. Don’t overload a manager. Note these guidelines:
- Managers should usually monitor 4 to 7 direct reports.
- Directors should manage 3 to 5 team members or leads.
- The VP of Marketing should monitor between 4 and 6 direct reports for the strategic orientation.
How do you prevent silos?
You can prevent silos by introducing a management layer before the teams become too big. Functioning and common metrics, which are more bound by revenue than functions, also help to maintain the alignment.
When do I rent marketing specialists?
Avoid set too many specialists before you have validated the core channels.
Specialist roles should be introduced in phase two if your team size is 11 to 13 and the ARR is about $ 15 to 20 million. This is usually if your company needs a committed focus per channel and deeper specialist knowledge. It is also if you probably have the processes, tools and resources to refine.
Should I hire full -time employees or contractors?
You can use contractors for execution or temporary requirements such as design or video. However, you should prioritize full -time settings for strategic or core functions such as demanding or product marketing. Do not prioritize creative employees without a strong strategic plan.
Scaling building, not just to survive.
The reality is: Your Marketing -org is either your growth ring or her biggest bottleneck. Structure to scale it – because in hyperwaxism costs too much.
Ready to make your team future -proof? Use this framework, check it often and adapt it when your strategy develops. Nobody is waiting for growth – but with the right plan, your marketing team will not just keep pace. The fee will lead.