Recap by Nerissa Sardi, recent VP of Marketing, Medici

Led by: Kevin Doohan, EVP, CMO, Xperi Corporation and Gordon Ho, CMO & Head of Sales, Princess Cruises

Nerissa Sardi
Kevin Doohan
Gordon Ho






Kevin Doohan laid the groundwork for our discussion by describing how important it is for marketing organizations to gain support inside companies.

Kevin Doohan
– “CEO support is certainly important, but that’s not ‘the company.’ You want everyone in the company to think about the brand and to believe that marketing is theirs.”

Gordon Ho– “We need to find ways to create internal movements led by marketing that gets everyone involved. To build a brand, and thinking about brand equity, you need to tell a story.

-Thinking about the notion of M-I-N-E:


For Kevin and his company [that has a 3-year sales cycle] measurement is a “per interaction” metric because outcomes are so indirect. For his technically focused team, the scale of internal engagement is low and can be very challenging.

Gordon Ho– “We have a simple dashboard with a red-yellow-green gauge so that everyone can easily understand how the company is doing.”

“It’s also important to build a narrative in helping explain those metrics. Data itself is not likely sufficient. Everyone needs to understand what it means and how they may have a hand in its impact. On the other hand, focusing too much on a single top-line metric can be risky.”

One internal metric that is good for building narratives around includes employee engagement. Many studies have shown that employee engagement correlates positively with the performance of a company’s P&L. That said, they need a level of simplicity so they can see and gauge how things are going each day even when going to the restroom.

Reading Recommendation: The Culture Code –The Secrets of Highly Successful Groups


Gordon reminded the group always to iterate, learn and share out some of your testing strategies.

Nemawashi Is a Japanese term translated as “preparing the soil,” an informal process of quietly laying the foundation for a change or project by talking to the people concerned, gathering support and feedback in advance of presenting them in formal settings. Gaining consensus ahead of time reduces the risk and potential “organ rejection” that can sometimes occur when simply unveiling new branding or marketing initiatives.

Excite & Educate:

Regular meetings with your internal cross-functional teams is a vaccination against disinformation about marketing. Often people misunderstand what we are trying to accomplish, and those regular meetings allow us to share stories and progress in a way that will enable them to be ambassadors for the brand. Case Paper CMO, Simon, gave an example of a program they run called ‘On the Case’ – where individuals and teams sharing the stories from real people.

Other members said:

  • Train your team to do it and make sure they tie their success to marketing efforts and key goals.
  • Make them digestible and easy to share. Sometimes you may want to spoon feed the information.
  • A “Marketing Town Hall” is an hour-long sizzle showcase held twice a year to highlight what the teams have been doing and how it has impacted the brand. After the show, it’s helpful to run a pre and post-show engagement survey to gauge perceptions about the marketing strategy.
  • Muriel Lotto of Western Union shared that the company runs the global “WU Awards,” which has a similar structure to Cannes Lions, and a final Grand Prix award presented by the CEO for a 10-day trip in Cannes.