Publisher’s Note:
Jonathan Graviss (“JG”) is a regular OOH Today contributor whose Thursday columns offer practical advice for OOH operators. Graviss’s observations are based on real-world, extensive industry experience. No fluff or phoniness here. Many sales teams rely on his insights. Start your Year with more substantial revenues with today’s feature. Man! I wish I had his when I managed my OOH Markets back in the day!
“Man! I wish I had his when I managed my OOH Markets back in the day! “
Why the First Marketing Hire Is the Hardest Internal Sell in Independent OOH
By Jonathan “JG” Graviss, Graviss Marketing
Most independent OOH operators make their first marketing hire when they are already behind. The owner has been handling it personally for years. A sales rep has been cobbling together posts and proposals alongside their real job. Something is not working, and adding a dedicated person feels like the solution.
The hire gets made to relieve pressure. There is no defined scope. No agreed baseline. No framework for evaluating whether the function is working. The new hire is producing activity, which is what they were hired to do. Leadership sees the activity but cannot connect it directly to revenue and begins questioning the investment within six months.
That sequence is not a hiring failure. It is a setup failure. The decision to hire and the decision of what to hire for are not the same conversation, and treating them as one is where most operators get into trouble.
What an Undefined Role Produces
When the marketing function is created reactively, it inherits the pressure that gave rise to it. The hire will address the neglected items: the website that hasn’t been updated, the social presence that has gone quiet, the proposals that need design work, and the events that need coordination.
That scope is not a marketing strategy. It is a backlog. And working through a backlog produces outputs, not outcomes. Outputs are visible and easy to point to. Outcomes are what leadership is actually measuring the function against, even when nobody has said so out loud.
The result is a function that is always busy and rarely credited. The hire is doing real work. Leadership is not seeing the connection to revenue. Both sides are frustrated, and neither side has the framework to diagnose why.
Define the Mandate Before You Make the Hire
The operators who get the most from a first marketing hire define what success looks like before the person walks in the door. Not in brand terms. In sales terms.
A 90-day charter does three things. It identifies the one or two outcomes that would signal the function is working: inbound inquiry rate, sales cycle length, proposal conversion rate, or renewal attribution. It defines the specific deliverables the hire is responsible for in the first quarter. And it establishes a review point where both sides evaluate honestly against what was agreed.
This is not a job description. A job description lists responsibilities. A charter defines a performance agreement. The difference matters because it changes how both sides show up. The hire knows what they are being measured against. Leadership knows what they are committed to supporting.
Protect the Focus
A single person expected to own brand, content, SEO, social, events, and sales enablement simultaneously will underperform across all of them. Capability is not the issue. Scope is.
The operator’s job before the hire is made is to decide what matters most in year one. If the pipeline needs better inbound, the focus goes there. If the sales team needs better tools and materials, the focus goes there. Suppose the website is actively working against the sales conversation; that comes first. One or two priorities, protected deliberately, will outperform six priorities managed loosely every time.
What a Mandate-Driven Hire Produces
When the scope is defined and the standard is clear, the hire has a chance to earn credibility on terms that leadership recognizes. The 90-day review becomes a real conversation rather than a vague assessment of whether the person seems to be contributing.
More importantly, the operator gains a framework for evaluating the function over time. The question stops being whether marketing is worth the investment and starts being what the next phase of the investment should look like. That is the conversation that turns a first hire into a real function.
Next in This Series
Next week in OOH Today, we address what comes after the hire is made: how to measure what marketing is actually doing when you cannot tie it directly to a closed deal. That is the question most operators struggle to answer, and it is the one that determines whether the function earns long-term standing.
You can explore our Marketing Presence and Fractional Marketing Leadership work at GravissMarketing.com.
Let’s elevate OOH together and make sure your company’s marketing is as strong as your locations.
You can explore our approach to sales infrastructure and revenue-ready growth at GravissMarketing.com.
Let’s elevate OOH together and make sure your company’s marketing is as strong as your locations.
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