If you're interviewing soon, here's one piece of advice I'd love you to take with you. Bring a notepad. Honestly, it surprises me how many people still walk into interviews with nothing but their phone in their pocket. It might seem like a tiny detail, but after more than 20 years recruiting marketing and sales professionals, I've seen firsthand how much those little things matter. Not because anyone expects you to write pages of notes. Because bringing a notepad shows you've prepared. It's More Than Just Taking Notes Before every interview, I encourage candidates to write down a few questions they'd like to ask. Not questions for the sake of filling time. Questions that genuinely help them understand the opportunity. What does success look like in the first six months? What challenges is the team trying to solve? How does the marketing team work with sales? What type of leadership style can they expect? Writing your questions down means you won't forget them when the nerves kick in. It also gives you somewhere to jot down the answers, along with anything else that stands out during the conversation. You don't need to write everything down. A few key points are enough. Good Interviews Feel Like Conversations One of the biggest misconceptions candidates have is that interviews are all about giving the right answers. They're not. The best interviews feel like genuine conversations. You're learning about the company just as much as they're learning about you. That's why asking thoughtful questions is so important. It shows curiosity. It shows you're engaged. It shows you're thinking beyond simply getting a job. You're trying to work out whether it's somewhere you'll genuinely enjoy building your career. The Little Things Are Often the Difference People sometimes ask me what makes one candidate stand out over another. There usually isn't one big moment. It's a combination of small things. Turning up on time. Researching the business properly. Knowing who's interviewing you. Listening carefully. Asking thoughtful questions. Following up afterwards. And yes, bringing a notepad. None of these things are difficult, but together they create a really positive impression. Hiring managers notice candidates who are prepared. I know I do. Preparation Gives You Confidence There's another reason I always recommend bringing a notebook. It helps you. When you've written down your questions beforehand, you don't spend the whole interview worrying that you'll forget something important. Instead, you can relax and focus on the conversation. You're listening properly instead of thinking three questions ahead. That confidence comes across naturally. Recruitment Is About People When I started New Chapter Talent, I wanted to build a recruitment business that looked beyond job descriptions and CVs. The best hires happen when skills, personality, values and culture all align. That's why I spend time getting to know both my clients and my candidates properly. Every business has its own culture, and every marketer has their own ambitions. Taking the time to understand both is what leads to long-term success. It's also why we've invested so much in supporting the wider marketing community through initiatives like the CMO Chapters Podcast, the CMO Collective Lunch Club, the Marketing Leadership Awards and the Marketing Mentorship Program. Helping people navigate their careers has always been about more than filling roles. My Advice Before Your Next Interview If you've got an interview coming up, don't overthink it. Do your research. Write down a few questions. Take a notepad. Listen carefully. Be yourself. Sometimes it's the simplest habits that leave the strongest impression. Frequently Asked Questions Should I bring a notebook to every interview? I would. It's a simple way to stay organised, remember important details and show you've taken the opportunity seriously. Is it okay to take notes during an interview? Absolutely. Just keep them brief. The conversation should always come first, but noting down key points will help you reflect afterwards. What questions should I prepare? Think about the role, the team, the company and what success looks like. The best questions are the ones that genuinely help you decide whether the opportunity is right for you. Ready for Your Next Chapter? Whether you're looking to grow your marketing or sales team, or you're thinking about your own next career move, I'd love to have a conversation. At New Chapter Talent, recruitment has always been about people first. Taking the time to understand what motivates someone, what kind of culture they'll thrive in and where they want their career to go is what leads to the best outcomes. If you're ready for your next chapter, I'd love to help.

A strong LinkedIn profile isn't just for job seekers. It's your professional reputation, leadership brand and career story — all in one place.

The Short Answer Most senior candidates can confidently talk about their successes. Growing revenue. Building brands. Leading teams. Delivering commercial results. But one of the questions that consistently catches people off guard is this: "Can you tell me about a time you failed?" The truth is, hiring managers aren't looking for perfection. They're looking for resilience, accountability and the ability to learn when things don't go to plan. Why Talking About Failure Matters in Executive Interviews Recently, I was supporting a Chief Marketing Officer through a series of final-stage interviews. They had all the credentials. Commercial growth. High-performing teams. Complex stakeholder management. Transformational leadership experience. Yet after making it down to the final two candidates several times, they kept missing out. The challenge wasn't talking about success. It was talking about failure. For many senior professionals, that's completely understandable. Years are spent building a track record of achievement, so it can feel counterintuitive to highlight setbacks. But experienced hiring managers know that careers are rarely linear. The campaigns that didn't land. The strategy that missed the mark. The hire that wasn't the right fit. The project that faced unexpected obstacles. These moments often reveal far more about a leader than a list of accomplishments ever could. What Hiring Managers Really Want to Know When interviewers ask about failure, they are usually assessing four key qualities: 1. Self-Awareness Can you objectively recognise when something didn't work? Strong leaders understand their role in both successes and setbacks. 2. Accountability Do you take ownership, or do you place blame elsewhere? The best candidates accept responsibility while demonstrating professionalism. 3. Problem Solving How did you respond once you realised there was an issue? Hiring managers want evidence of decisive action and commercial thinking. 4. Resilience Can you recover, adapt and move forward? The ability to navigate challenges is a critical leadership skill. How to Structure Your Answer A simple framework can help you deliver a clear and memorable response. Situation Briefly explain the context. Challenge What went wrong, and why was it significant? Action What did you do to address the problem? Learning What did you take away from the experience, and how has it influenced your leadership since? The focus should never be on the failure itself. It's about demonstrating growth. Examples of Professional Setbacks You Could Discuss Not every failure needs to be dramatic. Some of the strongest interview answers come from everyday leadership challenges, such as: A marketing campaign that underperformed. A strategic initiative that didn't achieve expected outcomes. A difficult stakeholder relationship. Hiring someone who ultimately wasn't the right fit. Managing organisational change that faced resistance. Missing a commercial target and adapting the approach. Authenticity matters more than trying to find the "perfect" example. Prepare Before Your Next Interview If you have an interview coming up, spend a few minutes reflecting on your career. Take out a pen and paper and write down three examples of setbacks or failures that have shaped your professional development. For each one, ask yourself: How did I recognise the issue? What action did I take? What did I learn? How did I improve because of it? These are the stories that often create the strongest connection with hiring managers. Failure Doesn't Define Your Career A successful career isn't built by avoiding failure. It's built by learning from it. The most effective leaders are rarely those who have never experienced setbacks. They are the ones who can reflect, adapt and lead with greater insight because of them. When an interviewer asks about failure, they aren't trying to catch you out. They're trying to understand how you'll perform when it matters most. And often, that's exactly what sets exceptional candidates apart. Frequently Asked Questions What is the best way to answer an interview question about failure? Use a structured approach that explains the situation, your actions, what you learned and how you applied those lessons moving forward. Should I admit to a real failure in an interview? Yes. Authenticity is important. Choose an example that demonstrates accountability, resilience and professional growth. What do hiring managers look for when discussing failure? Most employers want to see self-awareness, problem-solving ability, resilience and the capacity to learn from setbacks. Can talking about failure help you get hired? Absolutely. A thoughtful answer can showcase leadership qualities that achievements alone may not reveal.

The last few years have reshaped the careers of many senior marketers. Fractional roles, consulting projects and fixed-term contracts have become a normal part of the market, not a red flag. Some of the strongest talent I meet today has built an incredibly broad skill set by helping businesses through change, growth and uncertainty.

There are plenty of things you can control in your career, and plenty you can't. You can't control restructures. You can't control budget cuts. You can't control when a business decides to change direction. What you can control is your network. After more than 20 years working in marketing and sales recruitment, I've lost count of the number of conversations that have started with, "I wasn't actively looking, but someone I met a few months ago suggested I give you a call." The best opportunities rarely arrive completely out of the blue. More often, they're built through relationships that have been quietly growing over time. That's why I'm always encouraging marketers to get out from behind the screen and into the room. Not because networking is about collecting business cards or awkward small talk. It's because the best careers are often shaped by conversations you weren't expecting to have. The strongest marketing careers are built in communities, not isolation One thing I've noticed over the years is that the marketers who stay resilient through changing markets aren't necessarily the loudest or the most connected on LinkedIn. They're the people who stay curious. They keep learning. They ask questions. They make time to hear how other businesses are tackling similar challenges. They build genuine relationships with people across different industries and stages of their careers. As a recruiter, that matters. When I'm working with clients, I'm not just matching skills to a job description. I'm thinking about people who are engaged with the industry, invested in their own growth and genuinely interested in what's happening around them. At New Chapter Talent, we've built our business around that philosophy. Yes, we recruit marketing and sales professionals across Australia and New Zealand, but the work has never been just about filling roles. It's about understanding people, teams and cultures. It's about long-term careers and long-term partnerships. I've always believed the industry is stronger when we create spaces for people to learn from one another. The market is changing, and conversations matter more than ever The marketing landscape doesn't stand still. AI is changing workflows. Data expectations continue to grow. Leadership roles are evolving. Commercial acumen is becoming just as important as creative thinking. It can feel overwhelming if you're trying to navigate all of that on your own. One of the easiest ways to stay ahead is to spend time with people who are having these conversations every day. You don't need to attend every conference or every breakfast event. You don't need to know everyone in the room. You just need to show up. Ask a question. Introduce yourself to someone you've been following online. Catch up with an old colleague. You never know where those conversations might lead. A few events I'd have in my diary this month If you're looking to build your network or sharpen your thinking, some fantastic events are happening around the country this month. Melbourne IAB Australia Affiliate & Partnership Marketing Summit Thu 11 June | 4pm–6pm | PwC Melbourne, Southbank Industry insights, partnership trends and plenty of opportunities to connect with peers. IAB Australia AdTech & Ops Summit Wed 17 June | 12:30pm–6pm | PwC Melbourne, Southbank A great event for marketers working across digital, product, commercial and technical functions. New Chapter Marketing Collective Club Lunch Thursday - 18th June - 12-2pm I'm looking forward to sitting down with Emma Graham for a live conversation about what it really takes to stay clear, confident and adaptable in a shifting market. We'll be talking honestly about future-proofing your marketing career and what's changing across the industry. Victorian Women's Lunch 2026 Friday, 12th June 2026 12:00 pm to 2:30 pm AEST | ZINC at Federation Square An opportunity to hear from impressive leaders and join broader conversations about leadership and business. Salesforce Agentforce World Tour Melbourne Wednesday, 17 June, 2026 | MCEC Melbourne Ideal for marketers wanting to understand where technology, customer experience and AI are heading. Tasmania Tomorrow Conference 2026 15-16 June 2026 | Launceston One of Tasmania's standout marketing events, bringing together professionals from B2B, B2C and not-for-profit sectors who are pushing their industries forward. Sydney IAB Australia AdTech & Ops Summit Dates throughout June/July | Sydney The Sydney edition is also on the calendar, so it's worth keeping an eye on upcoming dates if you're based interstate. Online Digital Analytics for Marketers May 12, 8:00 am - June 16, 5:00 pm If you've been wanting to strengthen your understanding of metrics, attribution and analytics, this is a practical way to build those skills. You don't have to be job hunting to build your network One of the biggest misconceptions I come across is that people only need a recruiter when they're looking for a new role. I don't see it that way. Some of the best relationships I've built with candidates have started years before they made a move. We stay in touch, talk about what's happening in the market and sometimes simply exchange ideas. The same goes for clients. The strongest partnerships come from understanding a business over time, not from a rushed conversation when a vacancy lands on my desk. A career is a long game. The people you meet today might become future colleagues, mentors, clients, hiring managers or trusted advisers. That's why I'd always encourage you to make room for these conversations, even when life gets busy. Final thoughts If you're a marketer looking to broaden your network this month, fill your boots. Go to the event. Reach out to someone you've been meaning to catch up with. Start the conversation. You don't need to leave with a new job or a new client to make it worthwhile. Sometimes one good conversation is enough to change the direction of your career. And if you'd like to chat about the marketing and sales market, your team, or your own next chapter, I'd love to hear from you. That's always been my favourite part of this job.

There’s something I’ve noticed more and more lately when speaking with hiring managers. People are trying so hard to present the “perfect” opportunity that they end up avoiding the reality of the role altogether. And I understand why. No one wants to admit their team is stretched. Or that stakeholder alignment is messy. Or that the business is under pressure. Or that the role they’re hiring for exists because things haven’t quite worked the way they hoped. But here’s the thing I always tell clients: The right marketers are not scared of challenges. What they are scared of is being blindsided. The Problem Isn’t the Challenge — It’s the Surprise I’ve worked in marketing recruitment for more than 20 years now, and one pattern has stayed remarkably consistent. Most experienced marketers actually want to solve problems. They want to lead transformation. They want influence. They want complexity. They want to build things properly. What they don’t want is to walk into a role expecting one thing and discovering a completely different reality three weeks in. That’s where trust breaks down early. And once trust is gone, retention becomes very difficult. Why Hiring Managers Hold Back A lot of hiring managers worry that honesty will scare good people away. So instead of saying: “The team needs rebuilding” “The culture has become fragmented” “The business is going through change” “There’s still confusion around marketing’s role internally” …they soften the edges. The job ad becomes polished. The interview process becomes overly optimistic. The challenges get wrapped up in vague corporate language that nobody really understands anyway. But strong marketers can usually sense when something’s being left unsaid. The irony is that trying to make a role sound “safe” often creates more hesitation than simply being upfront. The Best Candidates Lean Into Transparency Some of the best placements I’ve made over the years started with incredibly honest conversations. I’ve had clients say things like: “We’ve had high turnover because the structure hasn’t been right.” Or: “Marketing hasn’t had a strong voice internally, and we need someone who can help shift that.” Or even: “The business is under pressure, but leadership is committed to investing properly now.” That level of honesty doesn’t repel great candidates. It attracts the right ones. Because senior marketers aren’t looking for fantasy-land businesses where everything runs perfectly. They know that doesn’t exist. What they’re looking for is clarity. They want to understand: What they’re walking into What success actually looks like Where the friction points are Whether leadership genuinely supports change And whether they’ll be set up to succeed Those conversations build credibility immediately. Transparency Creates Better Long-Term Hires One of the biggest reasons hires fail isn’t capability. It’s misalignment. Misaligned expectations. Misaligned culture. Misaligned understanding of the role. When businesses aren’t transparent during the hiring process, candidates end up making decisions based on incomplete information. And eventually reality catches up. That’s usually when I get the phone call six months later. The strongest hiring processes create alignment from day one. That means being honest about both the opportunities and the challenges. Especially in marketing, where so many roles today involve transformation, change management, commercial pressure, stakeholder complexity, or rebuilding trust internally. None of those things are red flags on their own. But hiding them can become one. Good Recruitment Should Create Honest Conversations This is actually a huge part of how we work at New Chapter Talent . When I started the business, I wanted it to feel far more human and personalised than traditional recruitment often does. Not transactional. Not overly scripted. We spend a lot of time understanding the real dynamics of a business — the personalities, leadership styles, team culture, internal pressures, and growth ambitions — because that context matters just as much as the role itself. A position description alone rarely tells the full story. And honestly, the more open clients are with us, the better outcomes we can create for everyone involved. That transparency also underpins the broader community work we do through initiatives like the CMO Chapters Podcast , Marketing Leadership Awards, CMO Collective Lunch Club, and the Marketing Mentorship Program. The conversations that matter most in this industry are usually the honest ones. The Employers Winning Great Talent Right Now The businesses attracting strong marketing talent right now are not necessarily the ones with the biggest budgets or the slickest employer branding. They’re the ones communicating clearly. They’re realistic about where they are. They’re transparent about expectations. And they treat candidates like adults throughout the process. That approach creates trust early — and trust is still one of the strongest predictors of long-term retention I’ve seen. Especially in this market. A Final Thought for Hiring Managers If you’re hiring right now, don’t feel like you need to present a perfectly polished version of the role. You don’t need to hide the challenges to attract good people. In many cases, the challenges are the opportunity. The key is being honest enough for the right person to recognise themselves in the role. That’s what creates alignment. That’s what builds trust. And ultimately, that’s what creates longevity. If you’re navigating a marketing or sales hire and want a more transparent, human approach to recruitment, I’m always happy to have a conversation. You can connect with me via New Chapter Talent or reach out directly on LinkedIn .

Marketing leaders across Australia are facing a growing challenge: not a lack of talent, but a lack of capacity and clarity. With leaner teams, rising expectations, and constant AI disruption, many marketing functions are stretched too thin. The CMOs navigating this well aren’t doing more — they’re getting sharper on priorities, structure, and where they need support.

Hiring hasn’t stopped — but expectations, budgets, and timelines are out of sync. The businesses making great hires right now are clear, realistic, and decisive. The ones struggling are chasing “unicorns,” overcomplicating roles, or moving too slowly. Meanwhile, candidates are prioritising impact, stability, and leadership over hype. 

I’ve had a growing number of conversations with marketers who are excited about securing a higher salary - but surprised by the pace, pressure, and expectations that come with it. In my experience, salary isn’t just a reward for experience; it’s a signal of output, speed, and accountability. When expectations and capability aren’t aligned upfront, that’s when things start to unravel on both sides. Here’s what I wish more candidates and hiring managers talked about before the offer is signed.