Jul 29, 2026 · 20 min · 12 segments
Marketing teams do not fall into the execution trap because they are bad at their jobs. They fall in because they are so good at executing that every request lands on their desk. In this episode of…
Melissa GertzGuestBenHostYeah.

I mean, I think the reality is, you know, this execution trap in many ways occurs because marketing is good at executing.

That's not a dirty word, right? That's a benefit to having, you know, teams like the team on Privileged Lead now, which just produces like an immense amount of super high quality work at scale, right? Like, that's an amazing thing.

You know, but I think part of that, again, you get into that process where you are in that execution mode.

I think part of it is also that, you know, marketers have a broad set of skills.

So when you think about most marketing organizations, you know, There's a lot of skills.

Thinking about the operations of a business, marketing touches so many aspects of that.

So whether it's, you know, internal communications need need to go out or an event needs to be planned or sales needs, you know, some kind of an enablement material.

You know, it could be it could be any kind of, you know, aspect of a business operation.

So those broad skills sometimes can mean that marketing can become a catch all.

Like projects will land there because either, you know, they don't know who else to send them to or marketing is so good at executing.

But I think really one of the critical factors in marketing kind of having this more of this execution trap is often the nature and kind of results of sales and marketing being separate.

Like if you think about a lot of organizations, sales is in kind of one area, marketing is in another.
Yeah.

I mean, I think the reality is, you know, this execution trap in many ways occurs because marketing is good at executing.

That's not a dirty word, right? That's a benefit to having, you know, teams like the team on Privileged Lead now, which just produces like an immense amount of super high quality work at scale, right? Like, that's an amazing thing.

You know, but I think part of that, again, you get into that process where you are in that execution mode.

I think part of it is also that, you know, marketers have a broad set of skills.

So when you think about most marketing organizations, you know, There's a lot of skills.

Thinking about the operations of a business, marketing touches so many aspects of that.

So whether it's, you know, internal communications need need to go out or an event needs to be planned or sales needs, you know, some kind of an enablement material.

You know, it could be it could be any kind of, you know, aspect of a business operation.

So those broad skills sometimes can mean that marketing can become a catch all.

Like projects will land there because either, you know, they don't know who else to send them to or marketing is so good at executing.

But I think really one of the critical factors in marketing kind of having this more of this execution trap is often the nature and kind of results of sales and marketing being separate.

Like if you think about a lot of organizations, sales is in kind of one area, marketing is in another.
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