The Drum invited Adverity’s CEO and Co-Founder Alexander Igelsböck and SVP of Marketing Jessica Cardonick to its London Studio for a filmed discussion on one of marketing’s most persistent challenges: the data gap between company leadership and marketing teams.
Part of The Drum’s Boardroom vs Brandroom series, the session explored why even in an era of advanced analytics and AI-powered insights, marketing and executive teams can still interpret the same numbers in vastly different ways.
Drawing on decades of combined experience in B2B marketing, product innovation, and data analytics, Igelsböck and Cardonick shared practical strategies for bridging that divide, from tightening governance to embracing data democratization and making smarter use of AI. You can watch the full video here, or read on for key insights.
Why data gaps persist, even in data-rich organizations
Many businesses have already broken down their data silos. Systems are in place, and data is technically centralized. But as Alexander points out, that doesn’t guarantee accessibility or alignment.
“You have all the data centrally available in the organization,” he says, “but just a handful of data engineers can access the data. That obviously causes bottlenecks.”
However, Alexander explains that even when more people have access, the perspectives they bring to that data often differ. “A CEO has a different strategic and business-oriented perspective. The CMO has a marketing campaign strategy perspective. The operational team has a tactical perspective,” Igelsböck explains.
Without guardrails like shared definitions, timeframes, and success measures, those differences don’t just change the interpretation of data. They can mean each group filters the numbers through its own priorities, resulting in competing truths that are hard to compare or align.
From campaign metrics to business outcomes
Jess emphasises that overcoming these divides starts with speaking the same language. For marketing, that means connecting campaign metrics directly to business priorities.
“Marketing teams ultimately need to make sure that they are speaking the same language as the executive team,” she said. “All of their programs, tactics, activities tie back to those overarching business outcomes that the CEO and the executive team want to achieve… The most successful marketing teams are the ones that can demonstrate that they’re a growth engine and not just a cost center.”
“Marketing teams ultimately need to make sure that they are speaking the same language as the executive team.”
Jess Cardonick, SVP of Marketing, Adverity
That connection has to work both ways. As Igelsböck put it: “We need to make sure that the data from the marketing teams flows upwards to inform the strategy and the business direction, and the business is also informing the campaign strategy and media planning strategy. It’s a full circle.”
This mutual influence ensures that marketing stays relevant to the company’s overall goals and that leadership can make better-informed decisions.
For more on how to tie front-line metrics to revenue, check out our podcast episode on the topic with Emily Gustin, Senior Associate for Business Development at LinkedIn.
Making the long game visible
One of the most common disconnects between marketing and leadership lies in how results often take a while to show up in a meaningful way. Jess sees a frequent blind spot in how executives interpret the ROI of brand-building initiatives, especially in B2B, where sales cycles are long and cover numerous touch points.
“Brand awareness is much more of a long game,” she explains. “Without the context, you could be forced to cut marketing budgets if they’re not seeing immediate results, or focus on things that have more immediate impact.”
Here, context is critical. Without it, leadership might prioritise short-term gains at the expense of long-term growth. With it, marketing can justify investment in both immediate demand and future pipeline.
AI is bringing about true data democratization
Both Jess and Alexander agree that one of the most effective ways to close the gap is through democratizing data so more people have access to quality data and the tools to act on it. But as Igelsböck stressed, it’s not just about access:
“It’s about making sure you’ve got a governance framework in place, all your data comes together into a single source of truth, and you’ve got a solid data foundation. Give people access to the data they need - no more, no less,“ says Alexander.
"Give people access to the data they need - no more, no less."
Alexander Igelsböck, CEO and Co-Founder, Adverity
New AI tools are accelerating this shift by removing the need for specialist skills to query and interpret data. Adverity’s Data Conversations allows teams to ask plain-language questions and receive instant, contextual answers.
But the quality of those answers still depends on the foundations. “It’s that old saying, garbage in, garbage out,” Jess warns. “Marketing teams need good data hygiene practices and a data-driven culture. Once that’s in place, AI can work its magic.”
Empowerment starts with clarity
In closing, Igelsböck emphasizes, “It’s not giving them more data. It’s truly giving them the tools to leverage the data where they are, and fostering a culture where people can be trusted with the data and trusted with the decisions based on it.”
When marketing and leadership share the same priorities and operate from the same trusted insights, data stops being a source of tension. Instead, it becomes the connective tissue that drives growth across the organisation.
