The Friction of Being First: Marketing's Role at the Frontline
- Samantha Riel
- Jul 2
- 4 min read
If you’ve ever felt like your Marketing team is running ahead of the rest of the organization and dragging everyone else behind you, this conversation may be helpful for you.
I sat down with Lindsey Williams, VP of Marketing and Communications at Shoals Technologies, to talk about something marketing leaders don’t say out loud enough:
Sometimes, marketing is ahead of the business.
And that’s not a bad thing.
But it does require a new level of leadership, cross-functional awareness, and empathy.
Let’s dive into what we covered.
The Kindergarten Briefcase (yes, really).
Lindsey’s leadership journey started earlier than most. Literally in kindergarten, where she insisted on bringing a briefcase to school.
"I don’t remember exactly what was in it...probably some board books and plastic keys...but I wanted to be prepared," she laughed. That drive and readiness stuck with her and has shaped how she leads today.
Why Marketing Is Often Ahead of the Curve
We kicked off with a big topic: why marketing teams tend to be out in front of the rest of the company.
Lindsey broke it down simply.
Marketing is often the first to the customer. The team testing messaging, collecting feedback, spotting trends, and pushing new tech to reach ideal buyers. As a result, marketers can often see what’s coming before other departments catch up.
But being ahead isn’t about ego. It’s about responsibility.
"Marketing isn’t reacting. We’re anticipating."
That mindset, paired with access to a growing MarTech stack and a culture of experimentation, puts marketers in a constant state of motion. But if the rest of the business can’t keep up, friction starts to form.
Real-World Example: A Brand Ahead of Its Time
Lindsey shared a story from a previous role where her team consolidated several siloed brands into one unified identity. It was clear that aligning under one brand and one set of offerings would help with cross-sell, customer experience, and scalability.
Marketing moved fast. They rebuilt the website, reworked messaging, and created a beautiful, data-backed experience.
But the rest of the business? Not so quick.
Sales and operations were still clinging to the old brand identities. It took nearly a year to bring them along. Only when marketing showed how the new approach increased pipeline velocity and retention did other teams buy in.
"We were nine months ahead. But we had to prove the value before others could see it."
On Drift and Digital Skepticism
I also shared a moment from my own experience. We were introducing Drift on a company website in 2018. When we tried to get the support team involved, their response?
“People don’t go to the website for support.”
It sounds laughable now, but it was real. The data said otherwise. Support was the most-clicked button on the homepage. Still, it took nearly a year to get that team to adopt chat.
That’s what happens when silos form. And that’s why change management is marketing’s secret weapon.
Marketing’s Role in Internal Change
We’re often the first team comfortable with change.
A/B testing. Messaging pivots. Rebrands. Martech migrations. We live in change.
Other teams? Not always.
That’s why Lindsey makes it clear to her team: saying something once isn’t enough.
Change sticks when other teams start repeating your messaging back to you. Until then, you keep showing up.
"Simplicity and repetition are how you win internal communication."
The Tension Point: Cross-Team Alignment
When marketing gets too far ahead, handoffs can break. Leads go nowhere. Messaging gets misused. Deals stall.
So how do you maintain speed without leaving others behind?
Lindsey’s answer: empathy and proof.
Empathy to understand that other teams have different pressures and priorities
Proof to show the value of your work without defensiveness or blame
"Other teams may not know they depend on you. You have to help them see how you make their job easier."
That One CEO Line That Hit Hard
During one past board meeting, I shared a quarter’s worth of stellar marketing results. I was feeling good.
Then the CEO looked at me and said: “Marketing can’t win if no one else is winning.”
It landed hard. But over time, I realized he was right. Marketing can be a leading indicator, but if the business as a whole isn’t succeeding, you’re just outpacing a problem.
Lindsey agreed.
"We’re only as good as everyone else. You have to market yourself internally. Show how your work helps others hit their goals."
When You Feel Like You’re Ahead
If you’re reading this thinking, “Yep, that’s me,” Lindsey has two pieces of advice:
1. Talk to your peers. Skip the deck. Just ask how they’re doing, what they’re struggling with, and how you can help. You may discover simple ways to support them or uncover blockers you didn’t know about.
2. Manage up. Your executive team may not realize what you see. Share what’s working, what’s not, and how your team can support broader goals. Bring solutions, not complaints.
Final Thoughts
Marketing teams are often the first to see where a business is heading. But leading the charge means more than just moving fast. It means slowing down to bring others along.
It means building processes that scale, systems that talk to each other, and a culture that values cross-functional growth.
"Sustainable scale requires more than ambition. It takes integration."
Listen to Episode 2: The Friction of Being First
🎧 Spotify 🍎Apple Podcasts ▶️ YouTube
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