I became a Director of Marketing at 35. Here's what actually got me there.

When I was a young and ambitious 20-something, I desperately wanted to become a manager.

I was good at my job. I made things happen. And I believed that I had what it took to move up the ladder quickly.

But I didn’t move up the ladder quickly.

In hindsight, I’m so grateful that it played out that way…

The Incubator

During those early years in the corporate sector, I worked for some truly impressive, inspiring, and incredible people.

People who shaped me to be the professional and the leader that I am today.

People who saw my potential but stopped me from rushing through that all-important developmental phase (I call it the professional incubator).

So, when I say I became a Director of Marketing at 35, that might sound young to some, and old to others.

Either way, the reality is that I had put in a solid 14 years of hard work and learning before I got to that point.

Lesson #1: Build your capability under people who are better than you. Embrace the professional incubator years.

Management ≠ Leadership

When I finally acquired the manager title at my first school, I was only managing one person: me.

Technically, I was managing my department, and that responsibility of being the one in control of marketing after always reporting to more senior PR/Marketing professionals was a big step.

But not too big.

Over time, I realised that I was influencing the people around me, even when I wasn’t their manager.

I wasn’t a member of leadership at the time, but my office felt like a revolving door of people coming to me for advice and support.

I remember lamenting to my Principal, Geoff McLay, that I could never get on top of my workload because of this.

His response? “But that’s wonderful! The fact that staff are coming to you shows that they trust you and value your expertise.”

Geoff, if you’re reading this… you were right.

Lesson #2: Leadership isn’t a title. It’s a behaviour.

Commercial Acumen

I cut my teeth working for an ASX200 listed property developer, where everything we did in the marketing department was tied to sales performance.

Sidenote: In hindsight, property development is an excellent stepping stone to schools – the price point, the emotional connection, the long-term commitment.

My commercial acumen was further strengthened when I was the International Business Manager at Fraser Coast Anglican College.

It was here that I was referred to as, “The Golden Goose”.

Everything I did impacted on the bottom line, and I felt that pressure daily.

During my time at FCAC, I learned how to manage people, profits, and problems – simultaneously.

Marketing often gets a bad rap for being fluff and vibes - that’s what happens when it’s not tied to commercial outcomes.

And to be an effective marketing leader, you must understand how schools function as a business.

Lesson #3: Schools are educational institutions, but they are also businesses... and businesses need marketers who understand how money is made, not just how content is created.

Never Stop Learning

This should be a no-brainer, particularly given we work in education, but I believe a love of learning is the key to leadership.

While I have developed my expertise, deep down I will always consider myself to be an apprentice of marketing.

Some may call it imposter syndrome. I call it growth mindset.

Having the humility to admit that you can never know it all is actually a burden lifted - you don’t have to pretend that you have all the answers.

It gives you permission to discover new ways of thinking and doing things.

I am not the marketer I was 20 years ago, 10 years ago, or even two years ago for that matter.

Learning opportunities are everywhere – from the courses you take, to the people you work with, the events you attend, the things that you read, and the outcomes of your own work (I always pick apart my projects at the end and look for the learnings for next time).

Lesson #4: The more you know, the more you realise you don’t know. Enjoy the ride.

Final Word

I wish I could go back in time and tell that super-ambitious and impatient 20-something version of myself these lessons, but I know she’ll figure it out for herself.

So, I’m sharing my experiences with you in the hope that it helps you, wherever you are on your marketing and/or leadership journey.

Not everyone wants to be a leader, not everyone is ready to be a leader, and not everyone is cut out to be one either.

But if you have aspirations to become a senior marketing leader one day, here’s my final piece of advice:

Treat every role as an opportunity – do your very best, leave it in a better place than how you found it, and move on when the time is right.

And when you’re in the right environment - one that challenges you, stretches you, and values what you do - stay and build something great.