Lessons in Overcoming Challenges As A Marketing Leader
November 13, 2024
Join us for an insightful conversation with Renato Cassinelli, Head of Marketing at PayRetailers, a global payment solution connecting businesses with millions of customers around the world. Renato covers a range of topics that would be useful to any ambitious marketer – from his approach to demand gen to building a strong team and maintaining personal well-being.
Renato is a definition of a high-achieving marketer. With over 14 years of experience in the field, mostly in fast-moving tech startup and fintech fields, he has developed and executed B2B, B2C marketing and PR strategies that drive growth and innovation. In his current role at PayRetailers, he leads a global, dynamic team of 15 people and growing. His primary focus is on driving ROI and propelling business growth through cutting-edge marketing initiatives.
When discussing with him possible ideas for an interview, we’ve settled on the topic that’s truly important to anyone who is building their career in our field. We are talking about challenges that we face as marketers, and how to overcome them. Our conversation has progressed from nitty-gritty marketing aspects to team building and even personal well-being. Renato has generously shared from his personal experience, making this interview a great opportunity for any marketer to learn and implement good habits and structures into their own practice.
How has your approach to demand generation evolved over the years, and what particular challenges have shaped that evolution?
"My approach to demand generation changed radically. In my experience, I had to revolutionize how marketing was done within my organization. When I took on the role of head of marketing, the first thing I did was halt the excessive spending on ads that were providing little value. I reduced investment in SEO and stopped focusing on vanity KPIs such as traffic, social media likes, and follower counts. My goal was to internalize the need for change by asking, “How does marketing accelerate the business, and what is its impact on the company’s ROI?” This meant reallocating budget away from actions that didn’t contribute to our new strategy.
The second step was redefining our strategy and objectives, with a focus on generating demand from the awareness stage all the way to conversion. This involved creating synergies with the sales team, business operations (CRM), and marketing. My approach centered on thoroughly understanding our Ideal Customer Profile (ICP) – what they like, how they consume content, their decision-making processes, and how they spend their free time. From there, I worked on various marketing actions targeted at them, both directly and indirectly. While some actions may not be measurable or easily valued, others certainly are.
One of the sure strategies we implemented was an Account-Based Marketing (ABM) program connected with a podcast. We would reach out to potential clients and invite them to participate, creating opportunities for the sales team to formalize or warm up potential sales leads. We tracked these leads to see if they converted, thus generating marketing-qualified leads. This was just one example among many others across different areas of marketing.
Internally, we also built a revenue operations engine in Salesforce CRM, where we could track all these flows, conversions, opportunities, and revenue generated. I have always been a fan of automation and the creation of dashboards for easy visualization. After months of development, we successfully implemented this system. With this approach, we not only changed how we did marketing, but also how we understood, enhanced, and evolved it. This evolution has been shaped by the need to focus on what truly drives business results and create a marketing function that is more strategic and accountable."
Can you share a time when you faced significant challenges while executing a marketing strategy? What lessons did you learn from that experience?
"I can give a few examples, but the most recent one was just last year. In my current role, I was given the responsibility of leading the marketing department for two business verticals: B2B and B2C. This included restructuring the department from the ground up, redefining roles, and building a top team capable of meeting the industry and market demands. On the B2B side, one of the main challenges was redefining our marketing approach and shifting from a traditional marketing model to a demand generation strategy. We set aligned goals with the sales team, restructured how we measure ROI, and fine-tuned our revenue operations engine.
For the B2C vertical, we worked on launching our digital wallet across the LATAM and African markets, with plans for an upcoming European launch. Throughout, we approached it as a single, integrated team managing marketing for both brands, almost like an internal marketing agency. This experience taught me the importance of adaptability and the power of a cohesive team with shared goals – it made navigating complex markets and varied customer needs far more effective."
How do you prioritize self-care and well-being in a demanding role like yours, especially in fast-paced industries such as tech startups? Any advice to other marketers?
"That’s a great question, and I take it very seriously. There’s a famous saying, “healthy mind, healthy body,” and it’s something I live by. My typical day starts at 5:45 AM, where I spend the first 15 minutes meditating and practicing gratitude. After that, I get ready for a 45-minute workout – either weights or running, depending on the day’s plan. This routine helps me kick off the day with motivation, strength, and discipline. These are my “golden hours” and non-negotiable. As a parent, a spouse, and the leader of a department, I have to be sharp and ready for action, especially mentally. From that grounded place, I’m better able to connect with others and make clear decisions. After the workday, before bed, I do another 15 minutes of meditation to wind down and mentally prepare for the next day."
What are some key challenges that marketing leaders often encounter when building and motivating a team, and how do you address them?
"I’ve been fortunate to have had the experience of building and growing a team from just 3 people to a team of 15 recently. Along the way, you encounter challenges that shape you as a leader and teach you a lot. For me, the key is having a clear mindset about my role as head of marketing: your team doesn’t work for you; you work for them. I seek every opportunity to help them grow professionally – giving them more autonomy, responsibility, and the ability to make their own decisions. I strive to provide trust and freedom, so they feel safe exploring out-of-the-box ideas and proposing innovative solutions. When things don’t go as planned, I make it clear that I take responsibility, and that reassurance gives the team the space they need to be creative and bold.
Another critical factor is communication and transparency. I make sure there are structured spaces that encourage open communication, including:
- Weekly meetings – where we align on weekly goals and priorities.
- Monthly one-on-ones – these are spaces where each team member can share how they’re feeling, what they need to do their best work, or simply update me on how things are going personally. After all, we’re people working with people.
- Additional activities – depending on the team’s needs, this might include team-building exercises, professional development support, and ongoing feedback loops.
By investing in these areas, I create an environment where my team feels supported, valued, and motivated to excel."
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Get StartedWhat are some essential good habits you promote among your team to maintain productivity and well-being, especially during peak pressure times?
"One of the key principles I promote is “listening and being heard.” Everyone in the team has a voice, and no one is more important than another. We treat each other with equal respect, and over time, we’ve built a strong camaraderie. One of the essential habits is maintaining consistent communication. If someone disagrees with something, they are encouraged to speak openly without fear of judgment. In my team, we openly discuss, debate, and then mediate. This dynamic has developed because we’ve co-created a safe space for open, constructive conversations. To support this, we create structured moments where the team can interact – whether it’s a brainstorming session, creative workshops, weekly calls, or monthly check-ins.
During tough times, the team needs clear communication from the leader about the situation and how we’ll tackle it. I don’t just stop there, though; I involve the team in decision-making, welcoming their ideas and suggestions on how they would handle certain situations. This approach lets the team know that their input truly matters, which it does. They see things I might not, so I consult them, and we strengthen each other, building solutions together."
How do you encourage creative thinking within your team when faced with marketing obstacles?
"We hold monthly creative sessions led by our internal creative committee, which we formed with key roles from the marketing team. This committee helps channel ideas from everyone on the team, especially when we’re approaching critical campaigns like new market launches. In these cases, we need to understand the local culture, content consumption habits, our ideal customer profile (ICP), and strategies to drive more business. In marketing, you have to create dedicated spaces for creativity within your team, and if they don’t exist, it’s essential to establish them. It’s like telling a child not to go out and play – their creative flow and team connection depend on these moments. Creative sessions are essential for generating fresh ideas and strengthening team bonds."
What role does collaboration play in overcoming challenges, and how do you foster that spirit within your marketing team?
"Two key words: empowerment and support. When tackling challenges, each team member needs to feel empowered to contribute their unique perspective and skill set. I encourage everyone to take ownership of their ideas, knowing they have the freedom and responsibility to make an impact. Alongside empowerment, providing support is crucial. Team members need to feel that they’re not only encouraged to take initiative but also backed up by their peers and leadership when they do. This balance allows them to feel safe enough to take creative risks and confident enough to bring their full strengths to the table. To foster this spirit of collaboration, I establish clear channels for communication and encourage openness. We hold regular team meetings where everyone can voice their insights and ideas, and I make sure everyone has a chance to speak. Additionally, we organize cross-functional projects that require team members to work closely together, which helps them rely on each other’s strengths and learn new approaches.
I also emphasize transparency in problem-solving; I involve the team in tackling challenges head-on, discussing not only what the solution might be but how we’ll get there together. By maintaining a culture where team members feel empowered, supported, and connected, we turn obstacles into opportunities for growth and innovation."
How do you stay motivated and inspired during challenging times in your role, and how do you pass that motivation on to your team?
"I keep a clear mindset: “Don’t worry about what you can’t control.” The only things we truly control in life are our attitude and mindset when facing challenges. I believe everything is neutral—nothing is inherently good or bad. Things happen, and it’s our role to accept them. Why feel stressed about something beyond our control?
From that foundation, I choose how to act, without letting emotions take over. Even during tough or high-pressure times, we have tasks to complete, whether we’re stressed or calm, so there’s no need to let stress take over. The most important thing is to take care of yourself, as I mentioned – through exercise, meditation, spending quality time with loved ones, and making time for yourself. Once you’re grounded, you can focus on your work. As a leader, you need to lead by example; your team picks up on your energy and mindset, so you must guide them through difficult times. Ultimately, taking care of yourself enables you to “take care of others,” both professionally and personally.
I connect with my team regularly in open and individual spaces to discuss their hobbies, what they enjoy, sports, or other activities they use to manage stress. These conversations help us connect on a deeper level and support each other through different transitions."
Looking ahead, what do you see as the biggest challenges marketing leaders will face in the tech startup industries, and how can they prepare to overcome them?
"I see that marketing is increasingly being tasked with more responsibilities than ever before. Today, it’s not just about making the brand visible, developing its reputation, and creating added value; marketing is also expected to drive revenue for the company and demonstrate how that investment translates into results. In a marketplace that’s becoming more saturated with talented professionals and tighter budgets, there’s a significant demand for marketing efforts to be justified through positive outcomes. This shift poses a challenge for marketing leaders to create an internal attribution model that clearly shows what is being done, supports the rationale behind it, and then tracks the results. This is why the demand generation model has gained traction in recent years, and it will continue to evolve.
Moving forward, every marketer must have a clear understanding of demand generation; traditional marketing that relied on vanity metrics is no longer effective or relevant. To prepare for these challenges, it’s essential to constantly study market trends, observe what successful marketers in large corporations are doing, and engage in self-education. For me, listening to industry podcasts and participating in interactive groups to exchange ideas with other marketing professionals is invaluable. Comparing perspectives and experiences, seeking out more information, and analyzing successful case studies are crucial for staying ahead. Marketing is a profession where the rules change every year, and to remain competitive, you must be proactive in updating your knowledge and skills. Embracing a mindset of continuous learning and adaptation will be key for marketing leaders as they navigate the complexities of the tech startup landscape."
Takeaways
- Transform your strategies for dynamic results; reallocate the budget from areas that don’t contribute to your strategy.
- Build a strong team that has active collaboration and open communication culture.
- During high-pressure times, make sure you communicate with your team clearly on the solutions and plan of action; otherwise, don’t worry about things you can’t control.
- Devote some time to good habits and self-care to maintain peak performance.
Did you enjoy the conversation? Connect with Renato via his LinkedIn! He is deeply passionate about connecting with fellow marketing professionals, creative thinkers, and individuals with compelling stories to share.
Ekaterina crafts engaging and strategic content to drive brand awareness and audience engagement. Her expertise in digital marketing helps the agency deliver impactful campaigns and achieve client goals.