“5 Things I Wish Someone Told Me Before I Became an Executive” with Mary Wells SVP of Marketing ASG Technologies

Mary Wells is the SVP Marketing at ASG Technologies. Previously, she held senior marketing roles at Hewlett Packard Enterprise, Axeda Corporation and Kalido, Inc.

Thank you so much for doing this with us! Can you tell us a bit about your “backstory”? What led you to this particular career path?

I entered Boston College as a math-oriented undergrad interested in accounting and finance. After the first few classes, however, I realized neither were the career for me. I course-corrected to double major in organizational behavior and HR as well as marketing and was later hired as an HR professional at Sybase, where I met my mentor, Keith Morton. Keith quickly identified me as a meant-to-be marketer, and from there, I straddled both the HR (training & development) and Marketing worlds. I learned that to be a good marketing person, you need to understand not only B2B (business to business) and the market, but also B2E (business to employee) — both internal and external audiences are important in rolling out marketing initiatives. This truth defined the trajectory of my career.

Can you share the most interesting story that happened to you since you began leading your company?

The pace at which ASG has grown and turned around has been mind-blowing. When I started at ASG, our company’s Glassdoor rating was 2.4 — but I knew, based on our solutions and our people, we could do better. We just needed the internal enablement and external view to accurately reflect the company that we are. Our Glassdoor rating doubled in about 6 months.

ASG was virtually unknown when I joined, which is rare for a 30+-year-old company. The increased Glassdoor rating in such a short period, and even today, is a result of the Marketing team putting ASG on the map and inspiring employees with ASG’s vision. From an awareness and brand perspective, we did a complete overhaul — reflecting the type of company that we are proud to point our customers, partners, prospects and candidates to.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Early in my career when I was a Field Marketing Manager, new to marketing, I always made it a priority to show I was engaged — typically by asking questions. In one meeting, the CMO mentioned an unfamiliar name, so I asked who it was and watched every head in the conference room turn toward me. Apparently, it was a well-known analyst who I maybe should have recognized. That said, I still feel strongly about showing curiosity and working outside your job description — and your comfort zone. To put this into practice, I volunteered to “get technical” and conduct demos at trade shows which extended my reach and certainly made up for my one meeting faux paus.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. What is it about the position of SVP Marketing that most attracted you to it?

I never aspired to be an SVP — I just like making a difference. I’m a builder and a fixer who loves brand awareness, and I’m passionate about putting companies and people’s careers on the map. That’s why I’m in this role. I’m also a technology and trends enthusiast. From the client server and the “.com” boom to IoT and now data governance, I’ve enjoyed staying one step ahead, particularly when working with young and eager team members who often live and work on the front lines of innovation. You’ve got to embrace change to keep pace with it.

Most of our readers — in fact, most people — think they have a pretty good idea of what an SVP does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?

I have to be an orchestrator. I can’t be the best marketer, demand gen pro or AR/PR person on the team. My job is to know who the best folks are — and to make sure they are equipped with what they need and have all roadblocks removed. I also drive collaboration across the entire company, which means networking with every department from Sales to IT to Finance and ensuring everyone’s work and goals map together. As the head of marketing, my fingers are on everything — internally (what ASG is bringing to the market) and externally (letting customers and partners know what we’re doing). A good CMO has great business acumen and knows more than “just Marketing” — they know how the business operates.

What is the one thing that you enjoy most about being an executive?

I am most inspired by seeing people reach their full potential and becoming their personal best. It’s all about the “aha” moment — and when it happens, I’m often more excited than they are. I invest a lot in training and development, and I love bragging about my team’s success. As an executive, you can influence the trajectory of not only people’s careers but also a company overall and maybe even an industry.

What are the downsides of being an executive?

I care a lot about my work and my team — and sometimes it’s hard to turn off. As an executive, I make difficult decisions about budget cuts, performance reviews and managing people, and it goes against human nature not to take some things personally. This challenge is also compounded by expectations from the C-suite, the Board of Directors/Investors or the market. The pressure can be intense sometimes, but I like it.

The other side of this double-edged sword is that my team may not understand exactly what I do. My main objective is to empower my team by providing as much aircover as I can, so they are not distracted by other departments or executives. I am the insulator so my team can work its magic.

What are the “myths” that you would like to dispel about being an executive. Can you explain what you mean?

It’s a common misconception that the C-suite knows all the right answers and next steps. I disagree. As executives, we need to be curious, constantly learning and always asking the right questions. People fear that executives are not approachable, but most are. We are humans first and executives second.

In your opinion, what are the biggest challenges faced by women executives that aren’t typically faced by their male counterparts?

It’s sometimes hard not being part of the “guys club,” especially when most of my colleagues are men. My reputation is more fragile as a woman, so I choose not to socialize or grab drinks in the same way. Instead, I go the extra degree to form personal connections in more appropriate ways. I’m always the first one to reach out, schedule one-on-ones, ask about last Sunday’s football game or see how I can help. I also enjoy taking male colleagues out for a round of golf — beating them from the “white tees.”

What is the most striking difference between your actual job and how you thought the job would be?

I thought I’d be doing more tactical “marketing” — creating demand gen campaigns or managing events on site. Instead, my job is to empower the team and the company to succeed in the tactical work that supports the business strategy.

Certainly, not everyone is cut out to be an executive. In your opinion, which specific traits increase the likelihood that a person will be a successful executive and what type of person should avoid aspiring to be an executive?

An executive must strive to be a balanced leader. Develop the ability to connect with people — and connect people with each other. Be gentle and firm, with equal measure. Develop patience and a thick skin. Be confident in accepting what you don’t know and be good at listening to what others do know (everyone has something to contribute). Stay steadfast in your values, such as trust and loyalty, but be flexible in your day-to-day strategy to course-correct on a dime. Embrace empathy — put yourself under a microscope because everyone else already has. Most important, you need business acumen. An SVP must understand how the business works overall, not just the marketing department. And you must inspire your team by being action oriented. Results matter, and you are accountable for those results.

What advice would you give to other female leaders to help their team to thrive?

Lead the way you want to be led and don’t micromanage your teams. Trust me, teamwork works, and balance is everything — balanced diet, budget, personal and professional life.

You must also embrace that women and men are different — and that’s ok — the diversity is what makes teams world-class. You will be judged differently than men. Overall, trust that people are inherently good. Stay curious, innovative and creative — yet conservative in terms of your resources. Always be known as someone who is trustworthy, dependable and a role model. We’ve come a long way in terms of equality, and we have a long way to go; be inspired by the progress.

To empower yourself, build your network of people to go to for ideas, advice and support — it can’t just be your direct team. You should be confident as a woman, even if you’re the only one in the room. Ask questions, invite executives to your staff meeting, don’t wait for your male colleagues to reach out first and remember you deserve to be paid the same.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

My mentor at Sybase, Keith Morton, inspired (and pushed) me to transition from office manager to marketer. Keith recognized my skills — I was smart, organized and creative — which he said he needed for his marketing team. He cared about my opinions and presented me with massive opportunities, and by my late twenties I was running Sybase’s Field Marketing Team and helped with vertical marketing initiatives as well as channel programs. Keith was everything an executive should be — approachable, supportive and funny — and his mentorship has become a cornerstone of my career.

How have you used your success to make the world a better place?

I put my marketing skills to work for the non-profits I care about. In particular, I’ve worked with several animal advocacy and rescue sites from New England to Jamaica to develop campaigns, educate constituents and help drive adoptions. I also organize community programs in my personal time and work with elderly advocacy groups. Most important, I always try to serve as a mentor (to both men and women) — helping one person in their career and life is worthwhile.

What are your “5 Things I Wish Someone Told Me Before I Started” and why?

1. Do it afraid. Do things that scare you — a lot. You are stronger, braver and smarter than you think you are. Trust your instincts — they are usually right.
2. No matter how good you are, everyone is replaceable. Give it everything you have — even the less glamorous projects.
3. Find a mentor and be a mentor, no matter what stage of your career.
4. Start with the end in mind and work backwards. Crawl, walk, run.
5. Have fun and don’t take your job so seriously that you don’t enjoy life. Not every day will be perfect. I am fortunate that I love my job and my team, but you have to live as well — personally, professionally and socially — find that balance.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.

I have a service leadership mentality. It’s about giving back and embracing diversity, whether that’s humans or animals. At HP, I was a part of Meg Whitman’s diversity inclusion initiative, in which we strived to create a work environment where everyone felt more comfortable — people of all genders, backgrounds and abilities. Specifically, I have two initiatives close to my heart: I want to educate the world on animal cruelties, and I want to make sure we address elderly isolation and help them have a voice. My friend Hilde started writing poems in her 80s and now (at 96!) has five published books as well as a short documentary about her poems that was featured in a local film festival. We have a lot to learn from her and other elderly folks’ stories — take the time to listen.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Act as if.” It’s human nature to have insecurities when taking the next big step, but we must keep in mind that thoughts create energy. If you act like you’re the best, nine times out of ten you can be the best. When I first became a CMO at Kalido, I was stepping into a C-Suite role for the first time. While I was nervous, I “acted as if” I was the person with all the potential they hired — and I was. Imagine if you could… now you can!

We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them.

There are two people on my lunch wish list. The first is Tom Brady — the greatest quarterback of all time (GOAT). No one works harder, trains harder or has a better team mentality. He always gives credit to the team in interviews, is the first to show up at practice and embraces a competitive nature for the greater good. He started as a sixth-round draft pick and is now the GOAT; talk about “act as if.”

I would also love to meet Cher. From a female perspective, Cher made her debut in the late 60s and has been relevant for more than six decades. I always want to be relevant, and I love how she’s gone about it. Like the orchestrator of a marketing team, she isn’t the best singer or the best actress — but she is great at what she does. She’s always been relevant by staying current with trends (and often ahead of the times creating new trends of her own that people embrace). She’s sassy and cool.

Both Tom and Cher seem like genuinely smart and passionate people who work hard and care. I like that in a leader.

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.