June 2, 2025 • 22 mins
What does it take to rise from a call centre agent to the head of marketing at a major investment firm? Nat Jollow's journey shatters expectations and offers a refreshingly honest look at career development in financial services.
This episode delves deep into how modern marketing within financial services has evolved beyond creative campaigns to become a strategic, data-driven function. As Head of Marketing at GlobalX, Nat candidly discusses the importance of building stakeholder relationships, and managing a specialised team of six across different marketing disciplines.
For anyone considering a marketing career or leadership role in financial services, Nat's insights are gold. She emphasises the importance of adaptability, recommends aspiring marketers stay flexible, network extensively, and develop broad skills. Nat shares how her experience proves that non-linear career paths often lead to the most rewarding destinations, sometimes the detours become the main road to success!
Enjoyed the episode? Follow Finance Friends Podcast on Instagram, LinkedIn and TikTok for daily updates and more inspiring conversations. Got questions or ideas for future episodes? Send us a DM @financefriendspodcast!
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Welcome to the Finance Friends podcast.
Whether you have followed usfrom the beginning or you're a
new listener, we are excited tohave you here.
Finance Friends gives ourlisteners a seat at the table
with successful finance industryleaders.
Follow us on our socials atFinance Friends Podcast, linked
in the description box of thisepisode, and stay tuned for
(00:29):
weekly episode releases.
On today's episode we have thelovely Nat Jollo.
Nat is a good friend of mine.
We met through mutual friendsat an industry event and
remained friends ever since.
It's quite interesting becauseshe started her career wanting
to be a journalist, studiedjournalism and absolutely hated
it, and now she's the head ofmarketing at one of the largest
(00:53):
fund managers in Australia.
She shares her story aboutworking at AMP, in the call
center and in marketing, drawingthe Royal Commission, as well
as leading a team of 25 peopleat the age of 25, which is just
incredible.
Listen in this is a must.
Listen to Nat share someincredible stories.
Welcome to the Finance Friendspodcast.
(01:14):
And today we have Nat Jollo,who's Head of Marketing at
GlobalX.
Speaker 2 (01:19):
Is that right, Nat?
That's it.
Head of Marketing at GlobalX.
Speaker 1 (01:22):
Wow, that's a pretty impressive title and you're from
Sydney.
You mentioned that you're up at4am this morning to fly to
Melbourne to be on the podcast,so thank you for being here.
Speaker 2 (01:32):
No, thank you for having me.
Speaker 1 (01:34):
And what else are you going to be doing in Melbourne?
It's not just to be on theFinance Friends podcast.
Speaker 2 (01:38):
No, I flew down especially for this.
No, so I'm actually down forthe ASX Investor Day tomorrow,
so it's across Sydney, brisbane,melbourne, melbourne's this
weekend, so I think there'sabout 500 direct investors who
attend, and so we'll berepresenting Global X.
We'll have a presentation allabout GARP investing, and I'll
be on the booth.
(01:59):
Believe it, or?
Speaker 1 (01:59):
not so when you say you're on the booth and your
role as head of marketing.
What did you have to do to be apart of this ASX Investor Day?
Speaker 2 (02:13):
Yeah, so it's probably not traditional that
the head of marketing would comein and do these events.
I find it really important tospeak to our end investors and
really have a good understandingof exactly what their questions
are, what they're looking toget from GlobalX, get a better
understanding of.
Do they know our brand?
If they do know our brand, whatdo they know us for and what do
(02:34):
they know about us as well?
So I like to come to theseevents twice a year.
So I generally come to theMelbourne one those two times a
year and then the rest my teamlooks after, which is great.
Speaker 1 (02:46):
Awesome, so talk to me more.
What does your role involve?
Because there's many parts tomarketing, so can you share with
our audience maybe like Siennawho's interested in marketing,
who helps us run the podcastwhat is there to marketing.
Like I know so many elements,can you share what your role
(03:08):
involves?
Speaker 2 (03:09):
Sure.
So, being a head of marketingat GlobalX, I really think about
.
You know what's the objectiveof what I'm trying to do, and
what that is is get more people,or more investors or potential
investors, to know GlobalXbetter and want to invest their
money with us, and that's themain thing.
Then there's several parts thatflow into how do we do that,
how do we make that happen?
(03:30):
So I look at marketing from astrategic level, both from a
business perspective, but alsoaround what initiatives we're
doing as a marketing team, andso that can be across lots of
different areas.
So generating content, publicrelations, dealing with
journalists, events, soone-to-ones as well.
Working with the sales team isreally important.
(03:50):
It's a big piece of ourstrategy Advertising what social
media looks like.
So there are a lot of differentareas.
Speaker 1 (03:57):
Yep.
What about data?
How has data played intomarketing?
Because, from my understanding,data is becoming more and more
important around, whether it beclick rates or you know.
Can you share some insightaround how you use data in
marketing?
Speaker 2 (04:15):
Yeah, absolutely so.
This is a perfect question foryou to ask me, because we're a
very data-driven marketing teamat GlobalX, and so we leverage
it quite a lot in our B2Brelationships.
So to get a betterunderstanding of what financial
advisors or brokers want fromGlobalX as a business, but also
our sales team.
So we don't want to keeppestering people that don't want
(04:36):
to talk to us for whateverreason.
We really want to engage withadvisors or brokers who have an
interest in a certain product orGlobalX as a brand, a certain
asset class as well.
So we look at lots of differentdata sets and so that could be
you know what advisor data canwe get?
We'll have a look at the salesteam.
What notes are they writinginto our CRM?
(04:58):
We'll also look at interactionson our website, email
engagement as well, and weactually help the sales team
determine which advisors theyshould speak to first, and it's
all a propensity model thatwe've actually built and we
continually refine to help them,I guess, target the right
people at the right time.
Speaker 1 (05:15):
Yeah, so it also beneficial for the end clients,
because you're talking to theright clients, and beneficial
for the sales team to contactthe right clients.
Speaker 2 (05:25):
Yeah, absolutely.
Clients are beneficial.
For the sales team to contactthe right clients yeah,
absolutely.
And if you're thinking about asales team I think there's is
there about 14,000intermediaries at the moment in
Australia, and I mean thatnumber's changing all of the
time.
But if you've got a sales teamof 10 to 15 people, how do you
think about who you're targetingfirst or who you're going to
have a conversation with?
Speaker 1 (05:47):
Yeah, yeah, you're right.
There is, I think, 15,000 we'reup to now financial advisors,
so you can't talk to everyone,but also not everyone wants to
talk to you.
So it's about understanding whoyour clients are, and if you
can use data and technology toimprove ultimately who you want
to talk to, then it makeseveryone's job better.
Yeah absolutely yeah.
So how long have you been atGlobalX for, and have you always
(06:11):
been in a head of marketingrole?
Speaker 2 (06:13):
Yeah, so it's just past my three-year anniversary
at GlobalX.
Speaker 1 (06:17):
Congratulations, happy anniversary.
Speaker 2 (06:18):
Thank you.
Thank you, so it was last monthI believe, but previous to
GlobalX I was at Schroders forabout three years, not in a head
of marketing role, just ageneral marketing all-rounder.
And previous to that I was atAMP for eight and a half years.
I did lots of different jobsthere and so I haven't had a
really linear kind of careerprogression when you think about
(06:39):
my marketing career.
But this is my first time beinga head of Well, congratulations
.
Speaker 1 (06:44):
And when you went to university, or even at high
school, did you have an ultimategoal of being a senior
marketing executive within fundsmanagement or what?
What did you have a goal whenyou went to university?
Speaker 2 (06:59):
Not at all.
So, as I was kind of saying, itwas very nonlinear.
And you know my story is.
It's very different, I think,from a lot of people that work
in our industry, in the financeindustry, and so I actually
started off going to university.
I always wanted to be ajournalist, so I did that for
about two years and I actuallyhated it so much, I failed so
(07:20):
many subjects and I was no good.
But I had a real keen interestin fashion.
So I actually ended up droppingout and working in the fashion
industry and I was doing a salesrole for a wholesale fashion
label in Australia and there wasa marketing person in our team
and I was so jealous of her jobI thought she had the coolest
job ever.
So one day I just quit and Idon't know why I quit from
(07:44):
memory have no idea.
I quit, but my dad said youneed to get a job, like straight
away.
It's like okay.
So I applied for every singlejob and I got a job at AMP in
the call center yeah and so Iworked in the call center.
That was my first introductionto finance, and I went back to
uni to study marketing yeah,well, well done it's.
Speaker 1 (08:03):
It's interesting you say that I caught up with a, a
young guy during the week andhe's got a double degree at
Melbourne University.
Super smart guy, well presented, and he's looking for the
pinnacle job.
And I said, just startsomewhere like a call centre at
an investment fund or a superfund is a great way to start.
And he was like almost like,really Like, I've got a double
(08:23):
degree from Melbourne University, I've got, you know, honours
and I have to start there.
I said, well, not everyone getsa grad role.
Like, grad roles are reallytricky.
So from there you're in the A&Pcall centre and you did your
degree.
Speaker 2 (08:40):
So you did a Bachelor of Bachelor of Business with a
major of Marketing, and I didlots of different roles, so I
was in the contact centre.
I ended up training staff inthe call centre, so when we're
onboarding new people, then Iactually went to India and did
some offshoring for AMP.
I think I was 23 years old.
I think it was the second timeI'd ever been overseas as well.
Speaker 1 (09:00):
Wow.
Speaker 2 (09:01):
So I lived in India for three months doing that.
Speaker 1 (09:04):
How was that experience?
Speaker 2 (09:05):
as well.
So I lived in India for threemonths doing that.
How was that experience?
It was amazing.
I love India.
I was in Bangalore.
I have never been invited to somany weddings as well, and I
still talk to people that I workwith over there.
Then it was really alife-changing experience, I
would say, and career-changingas well.
So I got a lot of confidenceout of that experience.
So when I came back, Ieventually moved into a team
(09:27):
management role, and I did thatuntil I moved over to projects
for a little while.
I actually finished my degreeand got a marketing job at AMP
straight away.
So I really skipped that entrylevel marketing role by going
down the path that I did.
Speaker 1 (09:42):
Yep.
So then you started inmarketing at AMP.
And how long were you in amarketing role at AMP for?
Speaker 2 (09:46):
I think it would have been about two years and it was
a really interesting timebecause it was during the Royal
Commission and I was focusedaround corporate super.
So we're doing a lot ofretenders at that time, so it
was very busy for us.
Speaker 1 (09:58):
Yeah, so it would have been quite challenging
because obviously the brand was,fair to say, getting smashed
during the Royal Commission andthen, obviously, having to
represent the brand was fair tosay, getting smashed during the
Royal Commission and then,obviously having to represent
the brand in the best possibleway.
So how was that experience?
Speaker 2 (10:12):
It was interesting and it was great because it
built my resilience and I'd beenat AMP for such a long time.
I really believed in the brandvery much so, and to a degree I
still do now, but it wasresilience building.
It made me realize howimportant teamwork is, and I
actually just got back from aweekend away with some of my
(10:33):
colleagues from AMP where wewere all working on corporate
super together, and so we'restill friends now.
Speaker 1 (10:39):
I think it's six years later oh, wow, that's
great, great to hear.
And then you went to Schroed.
So Schroders is a UK based fundmanager, from my understanding.
Yeah, quite a big one too, sovery big, and you were there in
a marketing manager position.
And how is that role differentto what you do now?
Speaker 2 (10:58):
So I actually think it was an awesome entry into
what I'm doing now, because Ireally became an all-rounder.
So I'd say, working atSchroeders, I think I actually
became a good marketer.
I don't think I was any goodbefore I worked there and a lot
of that I have to I owe to myhead of marketing at the time.
Her name's Kari Arneson and Iused to always say I want to be
(11:20):
you when I grow up, and justbecause I admired her so much,
she was a great marketer.
She still is a great marketernow.
So I learned a lot from her andI really learned how to work
with sales teams.
I think that's really, reallyimportant.
As a marketer, I think you knowa relationship between sales and
marketing, especially in a B2Bsetting, is one of the single
most important things.
(11:40):
So working at Schroders, it wasa very broad role and so I sat
across a lot of different areas.
So this is the firstintroduction that I had to
public relations.
As an example and anyone that'sworked with me knows I love
working with journalists andit's one of my favourite parts
of my job now, even though Ifailed that subject at uni and I
(12:02):
sat across public relations.
You know, building content withthe fund managers.
That was really, really cool.
Advertising for the first time,also working alongside the
sales team, and so talking aboutbeing data driven.
That was really born out ofworking at Schroders, so it
really taught me how importantthat relationship between sales
and marketing is.
Speaker 1 (12:21):
Yeah, and your role now as head of marketing.
What do you most enjoy aboutyour role?
Speaker 2 (12:29):
For me, my role at GlobalX, it's really about the
variety, and so I still sitacross every aspect of marketing
, and I've got a brilliant teamthat work with me as well.
They're all experts in theirfield, but I'm heavily involved
in the business, so when itcomes to product development,
I'm included in all of thoseinitiatives and meetings to
(12:50):
really get an understanding ofwhat do we want to offer clients
in Australia.
Speaker 1 (12:55):
Yep, how many products does the business have
at the moment?
Speaker 2 (12:58):
Yes, so we have 45.
45.
45 at the moment, so we justlaunched two in the last month.
Speaker 1 (13:05):
It must be pretty hard to get your head around all
the moment.
So we just launched two in thelast month.
Yeah, it must be pretty hard toget your head around all the
products.
And now you do.
You need to know everythingabout the products.
Speaker 2 (13:12):
Look, I don't think you need to know everything and
I don't think anyone expects youto know everything, but I think
it's important to have a goodunderstanding of each one from
an elevator pitch perspective.
So if someone to ask you, okay,what's the objective of this
fund, what does it do, youshould be able to answer that.
Speaker 1 (13:29):
Yeah, no, that's great.
And what is one thing?
If you could change about yourjob, you would change.
Speaker 2 (13:36):
Oh, that's a really hard question.
What's something?
Speaker 1 (13:39):
I would change.
Speaker 2 (13:40):
Actually, I really can't think of anything, because
I think all of the things Ilove about my job are all of the
things that also make itdifficult sometimes.
And so, thinking back into myanswer before, around variety,
the fact that there's lots ofdifferent things to do all the
time is what keeps it reallyinteresting.
(14:01):
But that means that you alsohave to be quite agile, you have
to be ready to change and youhave to be across a lot, which
can be quite difficult too.
Speaker 1 (14:08):
So being agile is an important skill and working with
stakeholders you mentionedbefore working with the sales
team.
What else are the mostimportant skills to be
successful in your job?
Because most people.
Again, you spoke about data,which is quite important, but
obviously marketing is quitecreative too.
Again, you spoke about data,which is quite important, but
obviously marketing is quitecreative too.
(14:28):
So what do you see as the threeor four most important skills
in your job?
Speaker 2 (14:32):
So the number one is stakeholder management, I think,
and that's both internal andexternal.
So you're dealing with a lot ofdifferent people all the time,
and there used to be aperception for marketing that we
were the colouring indepartment, and so I think lots
of people have heard heard thatsaying before, and it's there's
people in the industry and lotsof different industries that
(14:53):
actually still believe that, andso it's ensuring that your
business doesn't perceive thatfunction, the marketing function
, as that.
So and that's all about, say,corner management, so
communicating what your functionoffers to the rest of the
business and how it contributesto the bottom line, that's
really important too.
So that's the first one.
The second one would be aroundbeing agile, definitely,
(15:16):
especially in our industry.
So I'd say 70 to 80% you can beplanned, but if markets change,
if something happens you knowrecently with everything that's
been going on in the US you needto be ready to pivot at any
given moment as well.
So that's a huge skill that youneed to have, and it's
something that's reallyimportant to consider when
you're running a team, becauseyou need to think about how you
(15:38):
communicate that to your team aswell.
So when change does come at thelast minute.
They're just as ready as youare to pivot to that change.
Speaker 1 (15:48):
Yeah, that's great, and you mentioned you've got a
team, so can you share someinsight into your team?
Speaker 2 (15:55):
Yeah, sure.
So I've got a team of sixmarketers now, and the way we're
structured is I have twodifferent channel marketers, so
one that focuses on B2B and onethat focuses on B2C, and then I
have functional marketers.
So I've got one person looksafter content and communications
, so that's your publicrelations.
As well as writing content,social media, that type of thing
(16:17):
.
I've got a senior creativemanager, so she's a graphic
designer and she also works withsome external creative agencies
to help deliver our ads,banners for our emails.
You know what our events looklike conferences, that type of
thing.
I also have a digital marketingmanager.
He looks after the website andhe also looks after our paid
(16:39):
media strategy.
So if you're seeing us on theAFR, if you're typing our name
into Google, you know how do wemake sure that we're ranking
there, but also that we're notoverpaying for media.
So that's a big piece of hiswork and I've got a marketing
optimization manager and thisrole really sits across sales
and marketing.
So it's looking at all of thatdata, it's looking at our
Salesforce CRM and it's alsolooking at our email automation
(17:04):
campaigns.
Speaker 1 (17:05):
Yeah, so how do you manage everyone?
What's the skill to being agood leader?
Speaker 2 (17:12):
Yeah.
So I don't know if I'm a goodleader yet.
I would say I'm still learning.
Really, it was actually quite awhile between when I managed.
I managed a big team when I wasat AMP.
I had about 25 people when Iwas about 25 and I had no idea
what I was doing, and that was areally interesting experience
because I was managing 18 yearolds all the way up to.
(17:33):
I had someone on my team whowas 70, who I still keep in
contact with.
His name is Bill and he'slovely.
But I'd say, managing a team ofprofessionals in your space, you
really need to have a goodunderstanding of what they're
doing and rely on them to be theexperts.
So and I actually think that'sa skill as a head of marketing
(17:55):
you need to have you need to beacross everything, but you don't
need to be an expert ineverything.
I'm definitely not an expert inpaid media.
As an example, I cannot designanything.
I can't draw a smiling face andmake it look good.
So you need to have people thatcan make up that skill set
Absolutely, and I think you needto allow them to do their jobs
(18:17):
and to you know, really feelfulfilled in what they're doing,
and I think that makes all thedifference.
Speaker 1 (18:22):
Yeah, and empower them to, to use their skills to
get the results, and you'll justhelp guiding them and leading
them ultimately.
Speaker 2 (18:29):
Yeah, absolutely, and I think the other thing is
having a shared goal.
So that especially helps duringtimes of uncertainty.
So you might not know exactlywhere you're going to be in six
months or three months, but youknow you're all working on
something together.
Speaker 1 (18:44):
Yep, and what advice would you give to a Nat that's
18 or 21 at university thatwants to become head of
marketing?
Speaker 2 (18:56):
Yeah, I would say, because my career path hasn't
been linear.
I think it's really importantto be fluid, so not be so set on
.
I want to do this and this isexactly what I'm going to be,
because it might not end up likethat.
You might do that job and hateit.
You might study journalism,like I did and hate it.
So I think being able to beingkind to yourself and being able
(19:19):
to change your mind I think isreally important.
But if you are set in your waysyou know you've tried a few
different things Networking issuper important.
But if you are set in your ways, you know you've tried a few
different things networking issuper important.
So for me as a marketer Istarted off as a generalist
marketer, so a little bit ofeverything that's really helped
me become a head of marketing.
But if I'd really honed myskillset into one area let's
(19:39):
just say digital I think itwould be a lot more difficult
for me to become a head of asquickly as I did.
Speaker 1 (19:45):
Yeah, okay.
So networking is important,being flexible, and you also
mentioned earlier stakeholderengagement is really important,
so they all sort of go welltogether.
Where do you see marketing inthe next say we look forward 10,
15, 20 years obviously data AIplaying a big part you share
(20:10):
with our audience.
Where do you see marketinggoing in the next 10 or 15 years
?
Speaker 2 (20:13):
Yeah for sure.
So in the financial servicesindustry, we are behind all
other industries from amarketing perspective by at
least 10 years, so we're alreadyseeing what the future looks
like.
Now there is a huge investmentin AI.
So Mirai Asset, who ownsGlobalX, so that's our parent
company we've all been given thetask to make sure we're
(20:34):
including AI in everything thatwe do, and so, from a marketing
perspective, we've actually juststarted looking into leveraging
AI a lot more from a designperspective.
So if we're creating a video,how can we leverage AI to do
that?
If we're creating thumbnailsfor our website those kind of
lower value tasks how can weleverage an automation to do
(20:57):
that?
But also, when it comes to data, how can we leverage automation
to enhance our data, to look atinsights, to drive, you know,
leads for our sales team, as anexample?
Speaker 1 (21:09):
Yeah, so use it as an enabler and to make you more
efficient ultimately yeah forsure.
Yeah Well, that's reallyexciting.
Thank you for coming on thepodcast.
I don't have any otherquestions for you, but you've
been really insightful andshared your journey and it's key
themes we've seen or listenedto in the podcast are a lot of
(21:31):
people don't have a linearcareer.
Being agile, stakeholderengagement and also networking
the power of meeting people,networking and being open to
saying yes and new challenges.
So thanks, nat, for coming onthe podcast.
Thank you into saying yes andnew challenges, so thanks for
that.
Speaker 3 (21:49):
for coming on the podcast Disclaimer this podcast
exists for informational andentertainment purposes only.
The personal opinions of thespeaker and guests do not
represent the view of any otherparty.
If this recording containsreference to financial products,
that reference does notconstitute advice nor
recommendations and may not berelied upon.
Welcome to the Finance Friends podcast.
Whether you have followed usfrom the beginning or you're a
new listener, we are excited tohave you here.
Finance Friends gives ourlisteners a seat at the table
with successful finance industryleaders.
Follow us on our socials atFinance Friends Podcast, linked
in the description box of thisepisode, and stay tuned for
(00:29):
weekly episode releases.
On today's episode we have thelovely Nat Jollo.
Nat is a good friend of mine.
We met through mutual friendsat an industry event and
remained friends ever since.
It's quite interesting becauseshe started her career wanting
to be a journalist, studiedjournalism and absolutely hated
it, and now she's the head ofmarketing at one of the largest
(00:53):
fund managers in Australia.
She shares her story aboutworking at AMP, in the call
center and in marketing, drawingthe Royal Commission, as well
as leading a team of 25 peopleat the age of 25, which is just
incredible.
Listen in this is a must.
Listen to Nat share someincredible stories.
Welcome to the Finance Friendspodcast.
(01:14):
And today we have Nat Jollo,who's Head of Marketing at
GlobalX.
Speaker 2 (01:19):
Is that right, Nat?
That's it.
Head of Marketing at GlobalX.
Speaker 1 (01:22):
Wow, that's a pretty impressive title and you're from
Sydney.
You mentioned that you're up at4am this morning to fly to
Melbourne to be on the podcast,so thank you for being here.
Speaker 2 (01:32):
No, thank you for having me.
Speaker 1 (01:34):
And what else are you going to be doing in Melbourne?
It's not just to be on theFinance Friends podcast.
Speaker 2 (01:38):
No, I flew down especially for this.
No, so I'm actually down forthe ASX Investor Day tomorrow,
so it's across Sydney, brisbane,melbourne, melbourne's this
weekend, so I think there'sabout 500 direct investors who
attend, and so we'll berepresenting Global X.
We'll have a presentation allabout GARP investing, and I'll
be on the booth.
(01:59):
Believe it, or?
Speaker 1 (01:59):
not so when you say you're on the booth and your
role as head of marketing.
What did you have to do to be apart of this ASX Investor Day?
Speaker 2 (02:13):
Yeah, so it's probably not traditional that
the head of marketing would comein and do these events.
I find it really important tospeak to our end investors and
really have a good understandingof exactly what their questions
are, what they're looking toget from GlobalX, get a better
understanding of.
Do they know our brand?
If they do know our brand, whatdo they know us for and what do
(02:34):
they know about us as well?
So I like to come to theseevents twice a year.
So I generally come to theMelbourne one those two times a
year and then the rest my teamlooks after, which is great.
Speaker 1 (02:46):
Awesome, so talk to me more.
What does your role involve?
Because there's many parts tomarketing, so can you share with
our audience maybe like Siennawho's interested in marketing,
who helps us run the podcastwhat is there to marketing.
Like I know so many elements,can you share what your role
(03:08):
involves?
Speaker 2 (03:09):
Sure.
So, being a head of marketingat GlobalX, I really think about
.
You know what's the objectiveof what I'm trying to do, and
what that is is get more people,or more investors or potential
investors, to know GlobalXbetter and want to invest their
money with us, and that's themain thing.
Then there's several parts thatflow into how do we do that,
how do we make that happen?
(03:30):
So I look at marketing from astrategic level, both from a
business perspective, but alsoaround what initiatives we're
doing as a marketing team, andso that can be across lots of
different areas.
So generating content, publicrelations, dealing with
journalists, events, soone-to-ones as well.
Working with the sales team isreally important.
(03:50):
It's a big piece of ourstrategy Advertising what social
media looks like.
So there are a lot of differentareas.
Speaker 1 (03:57):
Yep.
What about data?
How has data played intomarketing?
Because, from my understanding,data is becoming more and more
important around, whether it beclick rates or you know.
Can you share some insightaround how you use data in
marketing?
Speaker 2 (04:15):
Yeah, absolutely so.
This is a perfect question foryou to ask me, because we're a
very data-driven marketing teamat GlobalX, and so we leverage
it quite a lot in our B2Brelationships.
So to get a betterunderstanding of what financial
advisors or brokers want fromGlobalX as a business, but also
our sales team.
So we don't want to keeppestering people that don't want
(04:36):
to talk to us for whateverreason.
We really want to engage withadvisors or brokers who have an
interest in a certain product orGlobalX as a brand, a certain
asset class as well.
So we look at lots of differentdata sets and so that could be
you know what advisor data canwe get?
We'll have a look at the salesteam.
What notes are they writinginto our CRM?
(04:58):
We'll also look at interactionson our website, email
engagement as well, and weactually help the sales team
determine which advisors theyshould speak to first, and it's
all a propensity model thatwe've actually built and we
continually refine to help them,I guess, target the right
people at the right time.
Speaker 1 (05:15):
Yeah, so it also beneficial for the end clients,
because you're talking to theright clients, and beneficial
for the sales team to contactthe right clients.
Speaker 2 (05:25):
Yeah, absolutely.
Clients are beneficial.
For the sales team to contactthe right clients yeah,
absolutely.
And if you're thinking about asales team I think there's is
there about 14,000intermediaries at the moment in
Australia, and I mean thatnumber's changing all of the
time.
But if you've got a sales teamof 10 to 15 people, how do you
think about who you're targetingfirst or who you're going to
have a conversation with?
Speaker 1 (05:47):
Yeah, yeah, you're right.
There is, I think, 15,000 we'reup to now financial advisors,
so you can't talk to everyone,but also not everyone wants to
talk to you.
So it's about understanding whoyour clients are, and if you
can use data and technology toimprove ultimately who you want
to talk to, then it makeseveryone's job better.
Yeah absolutely yeah.
So how long have you been atGlobalX for, and have you always
(06:11):
been in a head of marketingrole?
Speaker 2 (06:13):
Yeah, so it's just past my three-year anniversary
at GlobalX.
Speaker 1 (06:17):
Congratulations, happy anniversary.
Speaker 2 (06:18):
Thank you.
Thank you, so it was last monthI believe, but previous to
GlobalX I was at Schroders forabout three years, not in a head
of marketing role, just ageneral marketing all-rounder.
And previous to that I was atAMP for eight and a half years.
I did lots of different jobsthere and so I haven't had a
really linear kind of careerprogression when you think about
(06:39):
my marketing career.
But this is my first time beinga head of Well, congratulations
.
Speaker 1 (06:44):
And when you went to university, or even at high
school, did you have an ultimategoal of being a senior
marketing executive within fundsmanagement or what?
What did you have a goal whenyou went to university?
Speaker 2 (06:59):
Not at all.
So, as I was kind of saying, itwas very nonlinear.
And you know my story is.
It's very different, I think,from a lot of people that work
in our industry, in the financeindustry, and so I actually
started off going to university.
I always wanted to be ajournalist, so I did that for
about two years and I actuallyhated it so much, I failed so
(07:20):
many subjects and I was no good.
But I had a real keen interestin fashion.
So I actually ended up droppingout and working in the fashion
industry and I was doing a salesrole for a wholesale fashion
label in Australia and there wasa marketing person in our team
and I was so jealous of her jobI thought she had the coolest
job ever.
So one day I just quit and Idon't know why I quit from
(07:44):
memory have no idea.
I quit, but my dad said youneed to get a job, like straight
away.
It's like okay.
So I applied for every singlejob and I got a job at AMP in
the call center yeah and so Iworked in the call center.
That was my first introductionto finance, and I went back to
uni to study marketing yeah,well, well done it's.
Speaker 1 (08:03):
It's interesting you say that I caught up with a, a
young guy during the week andhe's got a double degree at
Melbourne University.
Super smart guy, well presented, and he's looking for the
pinnacle job.
And I said, just startsomewhere like a call centre at
an investment fund or a superfund is a great way to start.
And he was like almost like,really Like, I've got a double
(08:23):
degree from Melbourne University, I've got, you know, honours
and I have to start there.
I said, well, not everyone getsa grad role.
Like, grad roles are reallytricky.
So from there you're in the A&Pcall centre and you did your
degree.
Speaker 2 (08:40):
So you did a Bachelor of Bachelor of Business with a
major of Marketing, and I didlots of different roles, so I
was in the contact centre.
I ended up training staff inthe call centre, so when we're
onboarding new people, then Iactually went to India and did
some offshoring for AMP.
I think I was 23 years old.
I think it was the second timeI'd ever been overseas as well.
Speaker 1 (09:00):
Wow.
Speaker 2 (09:01):
So I lived in India for three months doing that.
Speaker 1 (09:04):
How was that experience?
Speaker 2 (09:05):
as well.
So I lived in India for threemonths doing that.
How was that experience?
It was amazing.
I love India.
I was in Bangalore.
I have never been invited to somany weddings as well, and I
still talk to people that I workwith over there.
Then it was really alife-changing experience, I
would say, and career-changingas well.
So I got a lot of confidenceout of that experience.
So when I came back, Ieventually moved into a team
(09:27):
management role, and I did thatuntil I moved over to projects
for a little while.
I actually finished my degreeand got a marketing job at AMP
straight away.
So I really skipped that entrylevel marketing role by going
down the path that I did.
Speaker 1 (09:42):
Yep.
So then you started inmarketing at AMP.
And how long were you in amarketing role at AMP for?
Speaker 2 (09:46):
I think it would have been about two years and it was
a really interesting timebecause it was during the Royal
Commission and I was focusedaround corporate super.
So we're doing a lot ofretenders at that time, so it
was very busy for us.
Speaker 1 (09:58):
Yeah, so it would have been quite challenging
because obviously the brand was,fair to say, getting smashed
during the Royal Commission andthen, obviously, having to
represent the brand was fair tosay, getting smashed during the
Royal Commission and then,obviously having to represent
the brand in the best possibleway.
So how was that experience?
Speaker 2 (10:12):
It was interesting and it was great because it
built my resilience and I'd beenat AMP for such a long time.
I really believed in the brandvery much so, and to a degree I
still do now, but it wasresilience building.
It made me realize howimportant teamwork is, and I
actually just got back from aweekend away with some of my
(10:33):
colleagues from AMP where wewere all working on corporate
super together, and so we'restill friends now.
Speaker 1 (10:39):
I think it's six years later oh, wow, that's
great, great to hear.
And then you went to Schroed.
So Schroders is a UK based fundmanager, from my understanding.
Yeah, quite a big one too, sovery big, and you were there in
a marketing manager position.
And how is that role differentto what you do now?
Speaker 2 (10:58):
So I actually think it was an awesome entry into
what I'm doing now, because Ireally became an all-rounder.
So I'd say, working atSchroeders, I think I actually
became a good marketer.
I don't think I was any goodbefore I worked there and a lot
of that I have to I owe to myhead of marketing at the time.
Her name's Kari Arneson and Iused to always say I want to be
(11:20):
you when I grow up, and justbecause I admired her so much,
she was a great marketer.
She still is a great marketernow.
So I learned a lot from her andI really learned how to work
with sales teams.
I think that's really, reallyimportant.
As a marketer, I think you knowa relationship between sales and
marketing, especially in a B2Bsetting, is one of the single
most important things.
(11:40):
So working at Schroders, it wasa very broad role and so I sat
across a lot of different areas.
So this is the firstintroduction that I had to
public relations.
As an example and anyone that'sworked with me knows I love
working with journalists andit's one of my favourite parts
of my job now, even though Ifailed that subject at uni and I
(12:02):
sat across public relations.
You know, building content withthe fund managers.
That was really, really cool.
Advertising for the first time,also working alongside the
sales team, and so talking aboutbeing data driven.
That was really born out ofworking at Schroders, so it
really taught me how importantthat relationship between sales
and marketing is.
Speaker 1 (12:21):
Yeah, and your role now as head of marketing.
What do you most enjoy aboutyour role?
Speaker 2 (12:29):
For me, my role at GlobalX, it's really about the
variety, and so I still sitacross every aspect of marketing
, and I've got a brilliant teamthat work with me as well.
They're all experts in theirfield, but I'm heavily involved
in the business, so when itcomes to product development,
I'm included in all of thoseinitiatives and meetings to
(12:50):
really get an understanding ofwhat do we want to offer clients
in Australia.
Speaker 1 (12:55):
Yep, how many products does the business have
at the moment?
Speaker 2 (12:58):
Yes, so we have 45.
45.
45 at the moment, so we justlaunched two in the last month.
Speaker 1 (13:05):
It must be pretty hard to get your head around all
the moment.
So we just launched two in thelast month.
Yeah, it must be pretty hard toget your head around all the
products.
And now you do.
You need to know everythingabout the products.
Speaker 2 (13:12):
Look, I don't think you need to know everything and
I don't think anyone expects youto know everything, but I think
it's important to have a goodunderstanding of each one from
an elevator pitch perspective.
So if someone to ask you, okay,what's the objective of this
fund, what does it do, youshould be able to answer that.
Speaker 1 (13:29):
Yeah, no, that's great.
And what is one thing?
If you could change about yourjob, you would change.
Speaker 2 (13:36):
Oh, that's a really hard question.
What's something?
Speaker 1 (13:39):
I would change.
Speaker 2 (13:40):
Actually, I really can't think of anything, because
I think all of the things Ilove about my job are all of the
things that also make itdifficult sometimes.
And so, thinking back into myanswer before, around variety,
the fact that there's lots ofdifferent things to do all the
time is what keeps it reallyinteresting.
(14:01):
But that means that you alsohave to be quite agile, you have
to be ready to change and youhave to be across a lot, which
can be quite difficult too.
Speaker 1 (14:08):
So being agile is an important skill and working with
stakeholders you mentionedbefore working with the sales
team.
What else are the mostimportant skills to be
successful in your job?
Because most people.
Again, you spoke about data,which is quite important, but
obviously marketing is quitecreative too.
Again, you spoke about data,which is quite important, but
obviously marketing is quitecreative too.
(14:28):
So what do you see as the threeor four most important skills
in your job?
Speaker 2 (14:32):
So the number one is stakeholder management, I think,
and that's both internal andexternal.
So you're dealing with a lot ofdifferent people all the time,
and there used to be aperception for marketing that we
were the colouring indepartment, and so I think lots
of people have heard heard thatsaying before, and it's there's
people in the industry and lotsof different industries that
(14:53):
actually still believe that, andso it's ensuring that your
business doesn't perceive thatfunction, the marketing function
, as that.
So and that's all about, say,corner management, so
communicating what your functionoffers to the rest of the
business and how it contributesto the bottom line, that's
really important too.
So that's the first one.
The second one would be aroundbeing agile, definitely,
(15:16):
especially in our industry.
So I'd say 70 to 80% you can beplanned, but if markets change,
if something happens you knowrecently with everything that's
been going on in the US you needto be ready to pivot at any
given moment as well.
So that's a huge skill that youneed to have, and it's
something that's reallyimportant to consider when
you're running a team, becauseyou need to think about how you
(15:38):
communicate that to your team aswell.
So when change does come at thelast minute.
They're just as ready as youare to pivot to that change.
Speaker 1 (15:48):
Yeah, that's great, and you mentioned you've got a
team, so can you share someinsight into your team?
Speaker 2 (15:55):
Yeah, sure.
So I've got a team of sixmarketers now, and the way we're
structured is I have twodifferent channel marketers, so
one that focuses on B2B and onethat focuses on B2C, and then I
have functional marketers.
So I've got one person looksafter content and communications
, so that's your publicrelations.
As well as writing content,social media, that type of thing
(16:17):
.
I've got a senior creativemanager, so she's a graphic
designer and she also works withsome external creative agencies
to help deliver our ads,banners for our emails.
You know what our events looklike conferences, that type of
thing.
I also have a digital marketingmanager.
He looks after the website andhe also looks after our paid
(16:39):
media strategy.
So if you're seeing us on theAFR, if you're typing our name
into Google, you know how do wemake sure that we're ranking
there, but also that we're notoverpaying for media.
So that's a big piece of hiswork and I've got a marketing
optimization manager and thisrole really sits across sales
and marketing.
So it's looking at all of thatdata, it's looking at our
Salesforce CRM and it's alsolooking at our email automation
(17:04):
campaigns.
Speaker 1 (17:05):
Yeah, so how do you manage everyone?
What's the skill to being agood leader?
Speaker 2 (17:12):
Yeah.
So I don't know if I'm a goodleader yet.
I would say I'm still learning.
Really, it was actually quite awhile between when I managed.
I managed a big team when I wasat AMP.
I had about 25 people when Iwas about 25 and I had no idea
what I was doing, and that was areally interesting experience
because I was managing 18 yearolds all the way up to.
(17:33):
I had someone on my team whowas 70, who I still keep in
contact with.
His name is Bill and he'slovely.
But I'd say, managing a team ofprofessionals in your space, you
really need to have a goodunderstanding of what they're
doing and rely on them to be theexperts.
So and I actually think that'sa skill as a head of marketing
(17:55):
you need to have you need to beacross everything, but you don't
need to be an expert ineverything.
I'm definitely not an expert inpaid media.
As an example, I cannot designanything.
I can't draw a smiling face andmake it look good.
So you need to have people thatcan make up that skill set
Absolutely, and I think you needto allow them to do their jobs
(18:17):
and to you know, really feelfulfilled in what they're doing,
and I think that makes all thedifference.
Speaker 1 (18:22):
Yeah, and empower them to, to use their skills to
get the results, and you'll justhelp guiding them and leading
them ultimately.
Speaker 2 (18:29):
Yeah, absolutely, and I think the other thing is
having a shared goal.
So that especially helps duringtimes of uncertainty.
So you might not know exactlywhere you're going to be in six
months or three months, but youknow you're all working on
something together.
Speaker 1 (18:44):
Yep, and what advice would you give to a Nat that's
18 or 21 at university thatwants to become head of
marketing?
Speaker 2 (18:56):
Yeah, I would say, because my career path hasn't
been linear.
I think it's really importantto be fluid, so not be so set on
.
I want to do this and this isexactly what I'm going to be,
because it might not end up likethat.
You might do that job and hateit.
You might study journalism,like I did and hate it.
So I think being able to beingkind to yourself and being able
(19:19):
to change your mind I think isreally important.
But if you are set in your waysyou know you've tried a few
different things Networking issuper important.
But if you are set in your ways, you know you've tried a few
different things networking issuper important.
So for me as a marketer Istarted off as a generalist
marketer, so a little bit ofeverything that's really helped
me become a head of marketing.
But if I'd really honed myskillset into one area let's
(19:39):
just say digital I think itwould be a lot more difficult
for me to become a head of asquickly as I did.
Speaker 1 (19:45):
Yeah, okay.
So networking is important,being flexible, and you also
mentioned earlier stakeholderengagement is really important,
so they all sort of go welltogether.
Where do you see marketing inthe next say we look forward 10,
15, 20 years obviously data AIplaying a big part you share
(20:10):
with our audience.
Where do you see marketinggoing in the next 10 or 15 years
?
Speaker 2 (20:13):
Yeah for sure.
So in the financial servicesindustry, we are behind all
other industries from amarketing perspective by at
least 10 years, so we're alreadyseeing what the future looks
like.
Now there is a huge investmentin AI.
So Mirai Asset, who ownsGlobalX, so that's our parent
company we've all been given thetask to make sure we're
(20:34):
including AI in everything thatwe do, and so, from a marketing
perspective, we've actually juststarted looking into leveraging
AI a lot more from a designperspective.
So if we're creating a video,how can we leverage AI to do
that?
If we're creating thumbnailsfor our website those kind of
lower value tasks how can weleverage an automation to do
(20:57):
that?
But also, when it comes to data, how can we leverage automation
to enhance our data, to look atinsights, to drive, you know,
leads for our sales team, as anexample?
Speaker 1 (21:09):
Yeah, so use it as an enabler and to make you more
efficient ultimately yeah forsure.
Yeah Well, that's reallyexciting.
Thank you for coming on thepodcast.
I don't have any otherquestions for you, but you've
been really insightful andshared your journey and it's key
themes we've seen or listenedto in the podcast are a lot of
(21:31):
people don't have a linearcareer.
Being agile, stakeholderengagement and also networking
the power of meeting people,networking and being open to
saying yes and new challenges.
So thanks, nat, for coming onthe podcast.
Thank you into saying yes andnew challenges, so thanks for
that.
Speaker 3 (21:49):
for coming on the podcast Disclaimer this podcast
exists for informational andentertainment purposes only.
The personal opinions of thespeaker and guests do not
represent the view of any otherparty.
If this recording containsreference to financial products,
that reference does notconstitute advice nor
recommendations and may not berelied upon.
Popular Podcasts
Cold Case Files: Miami
Joyce Sapp, 76; Bryan Herrera, 16; and Laurance Webb, 32—three Miami residents whose lives were stolen in brutal, unsolved homicides. Cold Case Files: Miami follows award‑winning radio host and City of Miami Police reserve officer Enrique Santos as he partners with the department’s Cold Case Homicide Unit, determined family members, and the advocates who spend their lives fighting for justice for the victims who can no longer fight for themselves.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.