I’m sure if you’re here, you’re as passionate about SEO as I am. With over a decade of experience in agencies, I’ve seen a lot.
Working in agencies allowed me to hone my skills, collaborate with top talent, and partner with some of the world’s leading brands.
In my agency days, I wore many hats—from technical SEO and content marketing to business development.
Switching to in-house SEO was a major shift. Here are the seven insights I’ve gained from this transition.
1. Owning performance changes how SEO is evaluated
In an agency, a performance drop means quickly drafting a report before moving on. But in-house, handling that report is just the beginning of the journey.
I’m the one who has to interpret those numbers and turn the data into a strategy that improves outcomes.
Understanding this changed my whole perspective. Every dip in performance feels like putting my whole SEO strategy on trial.
It’s intense being directly accountable, but owning the outcome is powerful.
In agencies, a polished slide deck was the endpoint. Now, execution is everything. It’s not enough to have a pretty report. It’s about executing and measuring the impact.
Being in-house, I realized you need everyone—from designers to developers—in alignment to see success. It’s challenging but crucial.
I discovered that moving the needle involves translating plans into concrete actions. Working cross-functionally is vital in this regard.
Executing powerful strategies means working closely with every department involved. It’s messy at times, but it makes you grow exponentially.
3. The shift from agency partner to internal stakeholder
Moving in-house meant I became the client. It’s a unique opportunity to apply all my agency insights and decide the kind of client I want to be.
I’ve worked with all sorts of clients in the past, and that experience shaped me into the partner I aspire to be now.
Being patient, collaborative, and empathetic to the team’s goals helps foster a better working environment.
4. Storytelling matters more than strategy
Technical SEO is my forte. Watching metrics improve is fulfilling, but to others, it’s just numbers.
Storytelling turns those metrics into a narrative that executives understand. Crafting a compelling story around your work is key to showing its true value.
By translating technical work into clear, impactful stories, you can highlight its importance and application.
Success in SEO demands a team effort. In-house means working together across different functions. You can’t just operate in isolation.
Having allies in engineering or product management transforms ideas into reality. Building relationships with them is crucial.
6. Taking initiative and trusting your judgment
I’ve always been encouraged to take initiative. In-house, this advice is golden. Acting decisively can lead to breakthroughs—waiting could mean missed opportunities.
My experience has taught me to trust my instincts and push forward, even without explicit permission.
As I’ve navigated the evolving landscape of SEO over the years, one truth remains: our biggest challenges often come from within. We’re standing at the brink of 2026, and it’s becoming clear that our organization’s internal issues might be the most significant threat to SEO success.
In recent discussions, AI tools and their impact on visibility have taken center stage. Yet, the conversation often overlooks a crucial issue. The real danger lies within our organizations—fragmented data, unclear KPIs, and poor collaboration silently erode even the most well-crafted SEO strategies.
I want to share a few internal threats that we should start addressing now to ensure our SEO efforts remain effective.
Many of us lean heavily on AI for tasks ranging from brief creation to data analysis. While AI expedites these processes, it’s essential to avoid falling into the trap of a one-size-fits-all solution. AI can provide speed, but the key is still in our unique perspective—what differentiates our content from the rest?
Another concern is our fragmented data landscape. Despite advancements, we still struggle with incomplete information about our users’ journeys. Users engage with AI tools, forming product perceptions before reaching us, but we lack visibility into these early interactions.
This brings us to another challenge: setting appropriate KPIs. While traditional metrics like traffic remain relics of past success, we now need to focus on visibility, considering the evolving role of AI. We’re being pulled towards metrics that may not directly align with business outcomes.
Furthermore, our roles must adapt beyond mere SEO execution to influencing broader strategic goals. Holding ownership without execution leads to misalignment. Instead, our insight should guide multi-platform visibility strategies, while leadership assigns responsibility for execution.
I’ve noticed the absence of cross-team collaboration in leveraging AI visibility. If AI visibility isn’t a shared priority across teams, then executing a unified strategy becomes difficult. Our job includes rallying all teams around common goals.
As SEO shifts to adaptability in a fast-paced AI-influenced world, action becomes vital. We can’t afford to stall in strategizing without executing. As I’ve experienced, prompt action allows us to learn quickly and adapt strategies effectively.
Ultimately, strong collaboration defines successful SEO execution. As our field becomes integral to broader company capabilities, continued team effort ensures sustainable visibility.
I urge you to see beyond traditional SEO. Embrace it as a dynamic business capability. The organizations that recognize this will lead the way in efficient discovery and sustainable growth.
As a marketing professional, I’ve experienced various identity crises in my journey. Initially, I was just a channel expert, then an integrated marketer, and eventually evolved into roles like growth and performance marketing. And then, AI became a buzzword that sneakily entered everyone’s job description.
Now, I find myself stepping into the era of the full-stack marketer, especially as a media leader. It’s strikingly similar to adopting a product management mindset.
Don’t worry, this doesn’t mean writing Jira tickets for fun (though some of us might enjoy it). It actually signifies that the most successful media leaders will not just focus on campaign optimization. They’ll take ownership of outcomes, foster cross-team connections, and holistically enhance the entire user experience, from first contact to final conversion and beyond.
In the sectors I’ve engaged with, especially those with extensive consideration cycles and rising acquisition costs, the link between marketing performance and the user experience is evident.
Let’s explore what spurs the rise of the full-stack marketer, what it truly means to “think like a product manager,” and why this mindset is essential for media leaders today.
What is a full-stack marketer, anyway?
From my perspective, a full-stack marketer knows the importance of how various elements mesh together, rather than trying to juggle everything solo, which inevitably leads to burnout.
Reflecting on my career, truly impactful media decisions are never born from expertise in a single channel. Instead, they stem from a broad fluency, inclusive of:
Media and channels: Understanding paid search, paid social, SEO, email, SMS, and staying abreast of upcoming trends and platforms.
Creative and messaging: Grasping what resonates, where, and why.
Data and analytics: Diving beyond dashboards by asking insightful questions.
UX and CRO: Identifying friction, intent, and behavior patterns.
Technology and platforms: Utilizing CRMs, CMSs, automation tools.
The full-stack marketer’s goal isn’t to become an all-knowing expert in every facet. Instead, we aim to gather sufficient knowledge to connect insights and make informed decisions by consistently zooming out and then zooming in whenever necessary.
Why media leaders are evolving into product thinkers
As I reflect on my earlier career, media leadership often revolved around meeting CPA targets and efficiently allocating budgets. These metrics mattered, and they still do.
Yet now, the landscape demands tackling larger, more complex questions like declining conversion rates or mysterious pipeline drop-offs, which oftentimes are product questions by nature.
Product managers focus heavily on the comprehensive experience — the user journey, friction points, trade-offs, and ultimate outcomes. Adopting this mindset encourages media leaders to view campaigns as part of a larger ecosystem, influencing our decision-making significantly.
Media doesn’t live in a vacuum
Marketing performance isn’t isolated. In many sectors, particularly those with extended decision cycles, a click represents merely the beginning of an intricate journey.
Industries such as financial services, healthcare, and education involve buyers moving through nonlinear paths, impacted by numerous interactions. This scenario is where the full-stack mindset becomes crucial.
Example 1: When media isn’t the problem, the experience is
I’ve frequently heard the claim “The platform is getting more expensive” when performance metrics drop. But as a product-minded media leader, I delve deeper into possible reasons, asking:
Has the conversion path recently changed?
Were additional steps or fields introduced?
Is mobile traffic directed to a non-responsive desktop?
In numerous instances, I’ve observed promising intent followed by a sharp decline at the conversion breather, a sign of a flawed product experience rather than a media issue.
For example, in higher education, potential students exhibiting strong intent may encounter roadblocks due to lengthy or unclear application processes. This often has less to do with the marketing campaign and more with the experience provided.
Here, the role of a full-stack marketer is to highlight these challenges, bring data insights to the table, and work cross-functionally to tackle and resolve these issues.
Example 2: Different audiences, different ‘products’
One vital product lesson is that not every user is the same, and thus, shouldn’t be lumped together.
Different audiences possess distinct motivations, risk profiles, and decision timelines. Viewing them as a homogenous group often leads to mediocrity.
I’ve discovered industries like healthcare — where patients, caregivers, and referring providers require individualized approaches — are perfect examples. Similarly, in financial services, decisions vary greatly depending on the individual’s life stage and goals.
A full-stack marketer tailors their media strategy, from messaging to channel selection, understanding that product-market fit is key, not just audience targeting.
Example 3: What happens after the conversion
A common blind spot in media strategies is post-conversion tracking. Product thinkers probe into the depths of:
How prompt and personalized the follow-up is.
Whether the messaging aligns with campaign promises.
I’ve witnessed enhanced performance with simple changes like improving lead response times or ensuring follow-up messages match campaign intentions.
Healthcare stands out in illustrating these principles, showing how vital immediate follow-up and aligned customer experiences can be across workflows.
Thinking in roadmaps
Roadmap thinking — prioritizing initiatives by impact — is another core aspect of product management. Similarly, full-stack media leaders prioritize marketing efforts accordingly.
Instead of pursuing every new shiny channel, we focus on sustainable progress, often by mapping out phases, such as:
Product managers don’t merely view metrics at face value; they challenge them. Being similar in nature, media leaders should mirror this approach, asking:
“Which segments convert faster?”
“How does performance vary across regions or stages?”
“Are engagement signals reflecting readiness or curiosity?”
In higher education, for example, dissecting performance by program or brand intent helps sharpen our strategies, turning data into actionable insights.
Collaboration is the new superpower
Full-stack marketers are naturally collaborative. In education, achieving success requires coordination across various departments including admissions and IT. In this role, we don’t just fulfill requests; we help partners navigate choices and establish shared objectives.
Translating data into actionable narratives becomes part of our collaborative toolbox and is essential in breaking down silos.
So, what does this mean for tomorrow’s media leaders?
The rise of the full-stack marketer doesn’t mark the end of specialization. It’s about seeing the broader structure rather than just optimizing single elements.
In my view, tomorrow’s media leaders should:
Understand the business driving their campaigns.
Think beyond their specific channels.
Advocate sincerely for user experiences.
Use data thoughtfully for influence.
Embrace change and unpredictability.
In industries where trust, timing, and transformation are integral, this mindset is vital. Marketing is about more than just campaigns — it’s about guiding pivotal life choices. If you feel like your media leadership role is expanding, that’s because it is — and rightfully so!
From the very first kickoff to the technical execution phases, I’ve learned that the true value of hiring an SEO agency lies in our partnership and collaboration. Together, we can eliminate bottlenecks, empower cross-functional teams, and clearly demonstrate the ROI of our SEO investment.
Hiring an SEO agency can truly transform how your brand stands out in search results. But remember, an agency’s effectiveness relies heavily on the partnership we build. Realizing the full potential of SEO requires a shared commitment to our goals and maintaining high momentum.
Here’s what I’ve discovered about maximizing the benefits of working with my SEO agency: Alignment leads to faster progress, which makes it easier for us to prove the value of our efforts.
To ensure we get the most out of this partnership, it’s crucial to align our SEO strategy with what truly drives our business. The company sets the business goals, and it’s the agency’s job to attract the traffic that helps achieve them.
Having open discussions with the agency about how to align these goals right from the start enhances the effectiveness of our SEO program. Including cross-departmental stakeholders only reinforces the alignment and ensures everyone is on the same page.
When the entire team understands the foundation of SEO, they can comprehend its role and their contribution to its success. In this spirit of collaboration, I facilitate SEO training across teams to empower everyone involved.
I always come to the kickoff meeting fully prepared, ready to set agendas for productivity. Sharing pain points, detailing business operations, and clarifying the program’s scope helps everyone understand what to expect and what’s expected of them.
Regular communication with my agency, whether through emails, Slack, or meetings, is vital. Clear reporting methods are another key aspect, ensuring everyone remains accountable and the results are measurable.
Switching from seeing the agency as just a vendor to viewing them as a true expert partner helps cultivate trust in their guidance, the very reason I hired them in the first place.
By giving our agency visibility into past and present performance data, I ensure they have all vital information for optimizing our SEO efforts from day one. This setup includes access to essential tools and crucial performance metrics.
SEO isn’t just an isolated activity—it requires contributions from multiple teams within the company. By including team leaders early in planning, I make sure everyone is engaged and accountable, from SEO briefings to content collaboration.
My agency excels in SEO, but I bring invaluable brand knowledge to create content that aligns both with business goals and customer needs. By maintaining active involvement in content development, we produce material that truly resonates.
Streamlining content reviews and setting clear guidelines helps eliminate approval hurdles that can slow down our SEO progress. Prioritizing high-impact tasks ensures we stay competitive in search results.
Each implementation, however small, contributes significantly to our overall SEO success. I prioritize these tasks during planning phases and involve technical teams early to ensure seamless execution.
Maintaining engagement with my agency beyond the initial excitement stage is crucial for ongoing success. Continual communication, involvement in reviews, and flexibility help adjust to shifting business landscapes effectively.
Ultimately, strong SEO results are built on strong partnerships. By working together, my agency and I drive our SEO program forward, creating a strategic and valuable business initiative.
