Transcript

Podcast: The Strategy Sessions
Guest: Sue Woodward, Principal – Blueprint Advisory
Host: Jeremy Birt, CEO & Founder – The Strategy Factory

Jeremy (Host):
I’ve got a really exciting guest on today. She’s going to help us connect the dots between marketing strategy, storytelling, interim leadership, and boardroom governance.
I’m teaming up with Sue Woodward from Blueprint Advisory to talk through her journey from marketing to the boardroom, and to unpick how boards are now embracing marketing more and more.
You’re watching The Strategy Sessions. I’m your host, Jeremy Birt, CEO and Founder of The Strategy Factory. Sue, delighted to have you on the podcast today—welcome.

Sue (Guest):
Thank you, Jeremy. I’m delighted to be here—thanks for asking me.

Jeremy:
I was doing some maths earlier and realised we’ve known each other for 17 years, since we did the AICD course together. Hard to believe! I think I had a bit more hair back then, but you haven’t changed a bit.

Sue:
Thank you so much. Yes, that was a great course. Not as easy as I thought it was going to be, but definitely worthwhile. Friendships and connections like that are so important in business.

Jeremy:
Exactly. Let me read your bio and then we’ll jump in.
Sue Woodward is a seasoned marketing and communications leader, known for her hands-on, results-driven approach. As Founder and Principal of Blueprint Advisory in Sydney, she specialises in interim Chief Marketing Officer roles, helping organisations bridge leadership gaps, align brand and marketing strategies, and deliver measurable results.
Her career spans professional services, technology, and the not-for-profit sector. She has revitalised brands, motivated teams, and implemented practical systems and processes. Her philosophy emphasises execution over theory—strategies that don’t just sound good but actually work.
Sue has also served as a non-executive director on several boards including Shine for Kids, Tennis NSW, the Trish MS Research Foundation, and the Northern Suburbs Tennis Association. In these roles she’s contributed to CEO recruitment, constitutional reform, and the development of strong governance frameworks.
She was also a Director of IABC NSW, and now focuses on helping clients at Blueprint Advisory navigate complexity and drive sustainable growth.

Sue:
That sounds great—thank you. Yes, I’ve stepped away from board roles for a while, just needed a break, but I believe strongly in giving back because I’ve been given a lot through my career.

Marketing’s Place at the Leadership Table

Jeremy:
Let’s start with the big picture. How has the role of marketing evolved at C-suite and board level over the past 15 years?

Sue:
It’s an exciting time. More people with marketing backgrounds are now at the executive and board table. Marketing has shifted from being seen as a silo to being recognised as a commercial function.
Two things drove this: first, the repositioning of marketing as linked directly to commercial outcomes—growth, revenue, profitability. Second, leaders have changed their language—they speak the language of business. Marketing leaders who do this earn credibility and influence.

Marketing as Risk Management

Jeremy:
You mentioned risk. How does marketing de-risk decisions for boards and executives?

Sue:
I’ll give you an example. I was brought in very late to an acquisition—literally at the deal-signing stage. The conversation at that point was: “What do we do with the logos?” That’s such a narrow view of brand.
I reframed it: brand isn’t just a logo; it’s continuity and trust. I developed a 180-day pre- and post-transition plan—covering client retention, internal and external messaging, team alignment, and systems integration.
By shifting the conversation, marketing moved from an afterthought to a central part of the transition team. It reduced risk and helped get the deal over the line smoothly.

Boards and Marketing

Jeremy:
Do you think boards and senior executives now understand marketing better than in the past?

Sue:
Yes, much more. Boards want clarity, confidence, and risk assessment. They see marketing as critical to reputation, resilience, and stakeholder trust.
Where things fail is usually a lack of preparation around brand and reputation risk—data breaches, social media fallout, leadership exits. Boards expect scenario planning and frameworks so the organisation has “muscle memory” when a crisis hits. Typically, these plans should be reviewed quarterly to every six months.

Interim Roles vs. The Long Game

Jeremy:
Marketing is often a long game. How do you reconcile that with interim roles, which are by definition short-term?

Sue:
You need to deliver quick wins while also laying foundations for long-term growth. Interim CMOs must earn stakeholder trust fast, identify priorities, and align activity with business outcomes.
Marketing can’t operate in isolation. It must collaborate with IT, HR, legal, risk, and sales. In fact, I don’t believe marketing and sales should be separated—they should be part of the same commercial engine, working together on the customer journey.

Advice for Marketers Aspiring to Boards

Jeremy:
What advice would you give to mid-career marketing directors who want to elevate their influence and maybe join boards one day?

Sue:
Be curious. Never stop learning. Become a strong generalist—understand brand, reputation, risk, customer experience, and communication.
Build networks inside and outside your organisation. Join industry associations. Learn from peers.
At board level, marketers must speak in terms of growth, margin, risk, and opportunity. That’s the language boards understand.

Lessons from the Boardroom

Jeremy:
You’ve been a director for more than 15 years. What are the key lessons?

Sue:
First, listen—especially when new to a board.
Second, remember you’re no longer in management—you’re overseeing, not doing.
Third, ask the “dumb” questions. Often others want to ask the same thing. Those questions can surface important issues.
Also, be aware of boardroom dynamics and politics—but don’t get caught in them. Focus on transparency and accountability.
For new directors, start small. Community or volunteer boards are great training grounds before progressing to larger organisations.

The Role of AI in Marketing

Jeremy:
Before we finish, I have to ask—what’s your view on AI in marketing?

Sue:
I love it. I use AI every day as a collaborator and productivity tool. Marketers should be curious and embrace it. It won’t replace human judgment or creativity.
AI helps with speed and insight, but marketing must remain human-centric—trust, relationships, and customer understanding are still at the core.

Closing

Jeremy:
Sue, thank you for sharing your stories and insights on marketing, governance, and leadership. If people want to reach you, what’s the best way?

Sue:
They can visit my website at blueprintadvisory.com.au, or email me at sue@blueprintadvisory.com.au. And of course, connect on LinkedIn.

Jeremy:
Perfect. Thanks again, Sue, and thanks to everyone listening to The Strategy Sessions. Don’t forget to like and share this episode, and stay tuned for the next one where we continue exploring the minds and methods of exceptional leaders.