Financial Services Marketing: Is it time to think differently about talent?

As the Financial Services marketing landscape continues to evolve, businesses have an opportunity to rethink how they access specialist expertise. Could interim, contract and fractional marketing professionals become an increasingly important part of the solution?

Marketing has never been a profession that stands still. New technologies, changing customer expectations, evolving channels and increasing commercial pressures have continually reshaped the skills businesses need from their marketing teams. However, the current pace of change today feels particularly significant.

Across Financial Services, I am seeing a more cautious approach to permanent marketing recruitment, reflecting trends across the wider Commerce & Industry market and other sectors. Organisations are reviewing headcount, scrutinising investment and considering how best to structure their marketing functions for the future.

That doesn't mean the demand for marketing expertise has disappeared. Far from it and in all cases, work still needs to be done, campaigns still need to be delivered, propositions developed, customers engaged to meet demanding commercial objectives. What I do see changing is how organisations might choose to access the expertise required.

A profession being reshaped

Artificial Intelligence is already having a considerable impact on marketing, particularly across content creation, research, reporting, campaign execution and other activities traditionally undertaken by more junior professionals and at the same time, I am seeing growing interest in both fractional marketing leadership at the top end, with experienced Marketing Directors and CMOs offering their expertise to organisations on a part-time, project or consultancy basis and a variety of interim and project-based contracts at the managerial and specialist levels.

These developments are changing the shape of marketing teams at both ends of the experience spectrum, but, without a doubt, this also creates opportunities, especially for employers because there is greater flexibility in how they can now build marketing capability. For experienced professionals, there are new ways to apply their knowledge, support businesses through change and enjoy varied, rewarding assignments.

I believe Financial Services organisations should be looking closely at what this means for their own marketing functions.

Is financial services too restrictive about marketing talent?

Historically, Financial Services has been something of a closed shop when it comes to marketing recruitment. Banks, asset managers, wealth managers and investment businesses have traditionally placed considerable emphasis on previous sector experience, often favouring candidates who have spent much of their careers working within similar organisations.

There are understandable reasons for this as Financial Services marketing operates in a highly regulated environment and marketers must understand compliance requirements, complex investment products, distribution channels and how sophisticated the audiences are that they are trying to impress.

However, I would challenge the assumption that every marketing appointment must follow the same traditional route because marketing expertise is becoming increasingly transferable, particularly in areas such as digital transformation, marketing automation, CRM, data analytics, campaign management and customer experience.

The challenges facing a Financial Services marketing team are not always unique to Financial Services and I may be so bold as to argue that other sectors are addressing many of the same questions around technology, customer engagement, personalisation, efficiency and return on marketing investment.

There is potentially a great deal to be gained from bringing fresh thinking into the sector, particularly where the requirement is project-based or transformational.

Of course, specialist Financial Services knowledge remains essential for many positions. The opportunity is to recognise where that experience is critical and where broader marketing expertise could add considerable value.

The growing case for interim and contract marketing professionals

Financial Services organisations are already very familiar with engaging contractors and interim specialists across technology, change, transformation, finance, risk and compliance and Meraki Talent is at the very hearts of many of these proects. So why should marketing be any different?

A business might not be ready to commit to a permanent senior marketing appointment, but it may have an immediate need to deliver a major campaign, improve its digital capability, support a product launch or implement a new marketing platform and equally, a marketing function undergoing restructuring or transformation may need experienced leadership for a defined period without adding permanent headcount.

Interim and contract professionals can provide that expertise, offering flexibility while ensuring important business priorities continue to move forward.

Within Financial Services Marketing and Distribution, I see opportunities across a broad range of specialisms, including:

• Investment and Product Marketing: Supporting fund launches, investment propositions, product positioning, sales collateral and go-to-market activity.

• Distribution and Channel Marketing: Delivering intermediary campaigns, adviser engagement programmes, institutional marketing and distribution support.

• Digital Marketing and Transformation: Providing expertise in digital strategy, website development, marketing technology, automation and AI adoption.

• Campaign and Content Marketing: Supporting integrated campaigns, thought leadership, investment communications and content development.

• CRM, Data and Marketing Operations: Improving marketing systems, customer segmentation, reporting, lead management and campaign effectiveness.

• Events and Client Engagement: Managing investor events, conferences, client communications and stakeholder engagement programmes.

• Interim Marketing Leadership: Bringing in experienced Heads of Marketing, Marketing Directors or fractional CMOs to provide strategic direction, lead teams and deliver change.

• These requirements may last a few weeks, several months or longer, depending on the nature of the assignment and the common factor is the ability to access experienced professionals with the skills to make an immediate contribution.

  An experienced talent pool ready to contribute.

  One of the most encouraging aspects I see in the current market is the quality of marketing professionals who are open to considering different ways of working. Through my conversations with candidates, I am seeing experienced Financial Services marketers who are increasingly receptive to interim, contract and project-based opportunities.

  These are professionals who have built substantial careers across investment management, banking, wealth management and the wider Financial Services sector who have delivered complex campaigns, led marketing functions, managed transformation programmes and worked closely with distribution, sales and investment teams.

  They have a great deal to offer and for some, contracting provides an opportunity to broaden their experience and work with different organisations. For others, it offers greater flexibility or the chance to concentrate on projects where they can make a tangible difference.

  And for employers, it means access to a pool of capable, motivated professionals who may not necessarily be looking for their next permanent position.

  That is a valuable resource at a time when businesses are being asked to achieve more with carefully managed budgets.

  Marketing should be part of the flexible workforce conversation

  I don't believe the choice should simply be between recruiting a permanent employee or leaving a position unfilled. Why not hire an experienced interim marketer help deliver a transformation programme? Could a contract Investment Marketing Manager support a period of increased product activity? Could a fractional Marketing Director provide strategic leadership while a business considers its longer-term structure?

  In many cases, the answer may be yes and as Financial Services has embraced flexible resourcing across numerous business-critical functions. marketing deserves to be part of that conversation. As the profession continues to evolve, organisations that are open to different approaches to talent may find themselves better placed to respond to change, maintain momentum and capitalise on emerging opportunities.

  Let's talk about what's possible

  At Meraki Talent, I work closely with marketing and distribution professionals across London's Financial Services market. I have access to an experienced network of specialists, including individuals interested in interim, contract and transformational assignments, as well as permanent opportunities.

  Whether you need short-term support for a particular project, specialist marketing expertise, additional capacity within an existing team or interim leadership during a period of change, I would welcome a conversation. Equally, if you're an experienced Financial Services marketing professional considering contract or interim work, I'd be delighted to hear from you.

  The marketing expertise is out there. Perhaps it's time to think differently about how we use it.

  Maria Lebada
  Meraki Talent | Financial Services Marketing & Distribution Recruitment
  Connect with Maria on LinkedIn