Fostering a Culture of Experimentation in Marketing

What’s up everyone, today we have the pleasure of sitting down with Meg Gowell, Director of Growth Marketing at Typeform.

Summary: Marketing leadership in 2025 is a wild time. After years of learning martech and technical concepts to become a full stack marketer, you finally land that dream director gig... only to watch your hard-earned tech skills collect dust while you drown in meetings. Megan helps us see the way forward. She takes us on a ride that covers marketing measurement, experimentation and building brand momentum, all while having tons of fun. We get into how data warehouses are not so quietly changing the martech universe while most teams are still stuffing everything they can in their CRM. Welcome to the wild world of modern marketing leadership – where you somehow need to be both a tech wizard and a strategy genius just to keep up. And we’re here to guide ya.

About Meg

• Meg started her career in wedding planning while she was in college, she also started a luxury branding business for high-end weddings
• She then worked at a marketing agency for 4 years where she focused on social media, paid media and budget management
• She switched over to a boutique agency where she got a breath of experience across all facets of marketing including web design, conversion rate optimization, project management and also got to lead a team of marketers
• She then moved over to a real estate startup – which was one of her former clients – as VP of Marketing and automation where she helped grow the company from $9MM to $22MM in less than a year
• She then moved over to B2B SaaS at Appcues as Director of Growth marketing where she led funnel optimization, experimentation strategy and execution, event sponsorships, biz dev and more
• Today Meg is Director of Growth Marketing at Typeform where she oversees paid, web/site, lifecycle, partner marketing and campaigns 

How Full Stack Marketers Drive Marketing Excellence

Full stack marketing capabilities command premium compensation in today's market, mirroring the pattern seen with full stack engineers who rank among the highest-paid technical professionals. The comparison raises interesting questions about the relationship between full stack and T-shaped marketing skill sets, particularly regarding depth versus breadth of expertise.

The distinction between full stack and T-shaped marketers centers on the distribution of knowledge and capabilities across different marketing disciplines. While T-shaped marketers typically possess deep expertise in one area complemented by broader surface-level knowledge, full stack marketers maintain substantial working knowledge across multiple marketing domains. This broader distribution of skills enables them to engage meaningfully with specialists and make informed decisions across the marketing spectrum.

A critical advantage of the full stack marketing approach lies in its impact on team building and hiring decisions. When marketing leaders possess comprehensive knowledge across various disciplines, they can better evaluate potential hires and identify genuine experts in specialized roles. This knowledge framework helps prevent the common pitfall of making poor hiring decisions due to limited understanding of specific marketing functions or technologies.

The full stack marketer's broad knowledge base serves as a foundation for effective collaboration and decision-making. Rather than requiring mastery in every area, the key is maintaining sufficient expertise to ask incisive questions, recognize genuine talent, and understand the interconnections between different marketing functions. This comprehensive perspective enables better strategic planning and more efficient resource allocation.

Key takeaway: Full stack marketers need sufficient knowledge across marketing disciplines to recognize expertise, make informed hiring decisions, and drive strategic initiatives. Success in this role doesn't require mastery of every area but rather the ability to understand key concepts, ask relevant questions, and identify genuine expertise when building and managing teams.

Balancing Technical Proficiency and Leadership in Marketing Teams

Remember getting that dream marketing leadership role? Corner office, eager team, the works. But then reality hits - you're spending more time in strategy meetings than actually doing the hands-on work you love.

It's a weird spot to be in. The higher you climb, the further you get from the technical skills that got you there. Take Megan's story - she was crushing it at AppCues, deep in the technical weeds while leading cross-functional teams. Now at Typeform, she's managing 10 people and her calendar is packed with meetings while her technical skills collect dust.

Here's the thing - you can't fake technical knowledge. Real understanding comes from getting your hands dirty - tweaking platforms, figuring out complex filters, and really getting how things work under the hood. The best marketing leaders are like chefs who still know their way around the kitchen, not just writing menus. Your team can smell it a mile away if you've lost touch with the technical side. The real magic happens when you can switch between big-picture thinking and nuts-and-bolts knowledge. It's like being bilingual in both strategy and technical speak.

Some leaders live in the strategy clouds, others get lost in the details. The sweet spot? Knowing when to zoom in and when to step back. When you ask about campaign metrics or question technical decisions, your team knows if you're genuinely curious or just micromanaging. Feedback is a delicate art, you have to ask yourself if your input makes something better versus just different. Sometimes we suggest changes based on personal preference rather than what actually works. The key is knowing when to speak up and when to let your team run with it.

Takeaways: Your technical skills got you the leadership role. Now they need to evolve, not evaporate. The future belongs to marketing leaders who keep one foot in the code and one in the boardroom – masters of both the how and the why.

Trusting Your Gut vs Measuring All Of The Things

The marketing metrics obsession has gone too far. While CFOs salivate over spreadsheets demanding ROI calculations for every LinkedIn post and email blast, they're missing a crucial reality check: humans are gloriously unpredictable creatures who refuse to follow our carefully crafted attribution models. The digital advertising revolution sold us a compelling fantasy of perfect measurement, but reality stubbornly refuses to play along.

After the "growth at all costs" party ended with a nasty hangover, companies sobered up and started demanding receipts for every marketing dollar spent. Logical? Sure. Realistic? Not even close. This myopic fixation on measurable channels creates a dangerous illusion of control. Paid search might give you beautiful conversion tracking, but try building a billion-dollar brand on Google Ads alone. Spoiler alert: it won't work. Real growth demands embracing the uncomfortable truth that some of your most powerful marketing moves will resist neat ROI calculations.

Modern marketing success requires omnipresence, not just optimization. Your target audience bounces between platforms like a caffeinated pinball, interacting with your brand across countless touchpoints. Social media, influencer collaborations, and content marketing often defy precise attribution, yet they create the vital ambient awareness that drives long-term growth. The magic happens in the messy middle, where multiple channels work together in ways that no attribution model can fully capture.

Getting leadership buy-in for this reality requi...