I think there’s a Marketer #3 who does all of this but with AI. Builds the strategy, builds ads in Claude/Canva and builds the agent that runs them on Meta.
That person is becoming even more valuable today than Marketer #2.
I have started at nine or ten companies now depending on how you count, and end-to-end is the whole job in a fractional seat. The narrow version, hand over a strategy deck and leave, never survives the first thing that breaks in week two.
The end-to-end capacity is what gets lost in heavy handoff cultures: someone who can hold a project from principle to delivery without translating at every junction. The rare thing is the tolerance for the parts that go slowly before they resolve. Most people optimize out of exactly those phases.
I know intrapreneur and entrepreneur aren't quite the same animal, but if someone has all the skills and resourcefulness to be an entrepreneur, I'm curious what keeps them choosing to stay an intrapreneur. Does that choice tend to shift over time?
With the mobile wave we saw the rise of growth teams because marketing teams at the time lacked the skills and personality types for what the new role required. However, overtime as these tactics became more mainstream growth teams were disbanded and reintegrated into traditional functions. Given that the end-to-end operator requires such different skills and mindset to traditional marketing roles do you foresee it following a similar trajectory where in the short run an entirely new set of roles may need to be created?
I think there’s a Marketer #3 who does all of this but with AI. Builds the strategy, builds ads in Claude/Canva and builds the agent that runs them on Meta.
That person is becoming even more valuable today than Marketer #2.
So good! You were ahead of the curve (as usual), Wes! Thanks for resharing this!
I have started at nine or ten companies now depending on how you count, and end-to-end is the whole job in a fractional seat. The narrow version, hand over a strategy deck and leave, never survives the first thing that breaks in week two.
The end-to-end capacity is what gets lost in heavy handoff cultures: someone who can hold a project from principle to delivery without translating at every junction. The rare thing is the tolerance for the parts that go slowly before they resolve. Most people optimize out of exactly those phases.
I know intrapreneur and entrepreneur aren't quite the same animal, but if someone has all the skills and resourcefulness to be an entrepreneur, I'm curious what keeps them choosing to stay an intrapreneur. Does that choice tend to shift over time?
With the mobile wave we saw the rise of growth teams because marketing teams at the time lacked the skills and personality types for what the new role required. However, overtime as these tactics became more mainstream growth teams were disbanded and reintegrated into traditional functions. Given that the end-to-end operator requires such different skills and mindset to traditional marketing roles do you foresee it following a similar trajectory where in the short run an entirely new set of roles may need to be created?