Hiring a marketer can feel like ticking a big box. For many tech partners, it happens when lead flow starts drying up, the website is out of date, or MDF funds are sitting idle. Bringing someone in to “sort out marketing” seems like the answer.
But the hire alone rarely fixes the problem.
In the tech channel, marketers are often handed a job description that’s impossible to deliver on. They’re expected to do it all – strategy, content, digital, events, automation, analytics. Juniors burn out trying. Seniors outsource. Leadership wonders why nothing’s moving the needle.
Usually, the issue isn’t the person – it’s the structure.
The common gaps
We’ve seen it time and again: a capable marketer joins, but they’re dropped into an environment with no scaffolding. The most common gaps look like this:
- No agreed goals: The business direction isn’t clearly linked to marketing priorities. The marketer is left guessing, or filling time with ad hoc activities.
- No messaging framework: The company’s services sound like everyone else’s. There’s no defined point of difference or agreed language that sets the business apart.
- No support team: The marketer is expected to “just do it all.” But marketing is a team sport – graphic design, writing, web, automation – it’s unrealistic to expect one person to cover every base.
- No feedback loop: Campaigns get launched, but no one’s measuring whether they’re actually moving deals forward. Reporting stays stuck on surface-level metrics like clicks or open rates.
What better structure looks like
It doesn’t have to be complicated, but it does need to be intentional. The best setups we’ve seen include:
- Aligned direction – Leadership clearly defines who the ideal customer is and what the business is trying to achieve. Marketing follows that lead.
- Simple messaging clarity – The business decides how it talks about itself, and what problems it solves for customers. No buzzwords. No “tailored solutions.”
- The right delivery blend – Marketers get the support they need. That might mean outsourcing design, content creation, or web development, so they can focus on strategy and coordination.
- Meaningful metrics – Progress is tracked in terms of leads, pipeline, and sales conversations – not just clicks.
Real-world example
One of our clients, a regional MSP, faced exactly this challenge. They had hired a capable marketer, but without a clear plan or messaging, progress was stalling. We stepped in to work alongside their team – running strategy workshops, developing new positioning, and creating sales assets and content that actually resonated with their market.
We also rebuilt their brand foundations, aligning their visual identity and messaging to reflect who they really were – not just what they sold. Then, together, we mapped out a marketing plan and cadence to keep activity on track without overwhelming the internal team.
The marketer didn’t change. The structure did.
Start small, but start
If you’ve recently hired a marketer – or you’re thinking about it – the next step isn’t “more activity.” It’s building a foundation they can succeed within.
A few hours spent getting the structure right will save months of frustration later.
You can read Melanie Unwin’s opinion piece relating to this topic on techpartner.news
