Skills come first. Without the ability to execute at a high level, culture fit doesn't matter. Marketing is a performance-driven function, so if someone can't build effective campaigns, read data correctly, or adapt when results drop, it impacts growth fast. Culture fit can be too vague. It often ends up being a way to hire people who just feel familiar. I once hired someone who interviewed well. They were personable, aligned with values, and said all the right things. But once they were in the role, it became clear they couldn't deliver. Campaigns underperformed. CPCs went up. Their decisions lacked strategic depth. So it took months to fix the problems that came out of that hire. On the other hand, some of the most impactful hires didn't shine in interviews. But they knew how to break down a funnel, spot weak points, and take action. One hire came in and immediately improved CAC. They focused on neglected segments, tightened ad copy, and simplified the conversion path. That kind of thinking comes from skill and experience. Culture matters, but it's something that builds once someone is already contributing. People grow into it. So the focus should be on improving output. Strong execution builds momentum. Culture follows.
I've built marketing teams at three high-growth companies (Sumo Logic, LiveAction, OpStart) and learned this the hard way: skills first, culture second--but with a crucial caveat. At Sumo Logic, I hired a brilliant demand gen manager who had the exact technical skills we needed for our IPO push. The marketing programs they built generated 20% of our total ARR. But they were a cultural mismatch--couldn't collaborate with sales, constantly clashed with product teams, and created tension during our most critical growth phase. Here's what I learned: hire for the skills that are make-or-break for your current stage, but set a minimum bar for culture fit. You can't teach someone how to run multi-touch attribution or optimize CAC payback periods in 30 days, but you can work with someone who's slightly more direct than your team prefers. The exception? Senior hires and leadership roles. For my VP-level hires, culture fit becomes equally important because they're shaping the team's DNA. But for individual contributors, I'd rather have a skilled professional who needs some cultural coaching than a culture-perfect hire who can't execute when the business needs results.
When I hire for our marketing team, I start with culture fit, because even the most skilled marketer won't thrive in a space where values clash or communication feels off. Skills can be trained, but mindset and alignment with how we work matter more over time. One hire in particular stands out. On paper, they didn't check every technical box, but their energy, curiosity, and collaborative spirit matched our team perfectly. Within months, they not only caught up on the tools but also led one of our most thoughtful campaigns, all because they felt comfortable enough to contribute, challenge, and lead. In short: culture builds the foundation, skills help you scale. I'll always prioritize the long game.
Culture fit comes first, every time. Skills can be taught, but attitude and alignment with the team's working style cannot. I've made the mistake of hiring a highly skilled marketer who had impressive technical ability but struggled to collaborate and adapt to our pace. The campaigns were well-designed, but the team dynamic suffered. Also, communication slowed down. We lost time trying to smooth over internal issues that should not have existed. On the other hand, one of our best marketing hires had limited experience but was curious, reliable, and clicked with the rest of the team immediately. We trained her up, and within six months, she was leading campaigns. My takeaway? If someone fits the culture and wants to learn, they usually outperform expectations.
In marketing, we hire for culture fit first. Skills can be taught. Attitude, collaboration, and accountability can't. At EcoATM, we've seen stronger long-term performance from people who align with how we work and why we do it even if they need time to grow into the role technically. We operate in a fast-moving category, so adaptability and shared values keep the team aligned when strategies shift. We once hired a high-skill marketer with impressive credentials, but the disconnect on communication style and pace slowed us down. In contrast, one of our best growth hires came in from a different industry but ramped fast because they matched our mindset and understood the mission. Culture fit drives ownership. That's what fuels marketing impact here. Skills catch up quickly when the person is in sync with the team.
I run a marketing agency in the UK, and this is a question we deal with all the time. For us, skills always come first. You can't teach someone to be a great copywriter or a brilliant strategist overnight. Those are foundational skills that take years to develop. We need people who can deliver results from day one. That's not to say culture isn't important. It absolutely is. But we look for "culture add," not "culture fit." We want people who bring something new to our team like a different perspective, a unique background, or a new way of thinking. They should be professional, collaborative, and easy to work with, but they don't have to fit into a predefined box.
I prioritize culture fit first, especially in marketing, where collaboration is key. Skills can be taught, but finding someone who aligns with your team's values and work style is essential for long-term success. For example, I once hired a candidate who had a slightly less technical skill set but was a perfect fit for our team culture—open, collaborative, and proactive. Over time, they adapted quickly to our tools and processes and ended up becoming one of our top performers. On the other hand, I've seen skilled candidates struggle to integrate with the team, which led to disengagement and higher turnover. In my experience, a strong cultural alignment sets the foundation for skills development and team cohesion, making it the deciding factor in successful hires.
When building our marketing team at Fulfill.com, I've found that culture fit edges out skills--but just barely. In the fast-moving 3PL industry, we need people who can adapt quickly and embrace our core values of transparency, continuous improvement, and customer obsession. I learned this lesson the hard way. Early on, we hired a marketer with an impressive portfolio and technical skills that checked every box. Six months later, they were gone. Despite their capabilities, they struggled with our collaborative approach and weren't comfortable with the transparency we maintain with our eCommerce clients about the fulfillment process. Contrast that with one of our current marketing leaders who joined with less industry experience but embodied our values from day one. She quickly absorbed the technical aspects of logistics while naturally building authentic relationships with our 3PL partners and merchants. Three years later, she's developed campaigns that have helped hundreds of brands find their perfect fulfillment match. That said, there's a baseline of skills that remains non-negotiable. Our marketing team needs to understand the unique challenges eCommerce businesses face with inventory management, shipping timelines, and seasonal fluctuations. But we've found it's easier to teach someone the difference between pick-and-pack and cross-docking than to instill values like customer empathy. In the logistics world, where one mistake can mean thousands of disappointed end-customers, we need marketers who prioritize accuracy over flash and substance over style. The best marketing in our industry comes from people who genuinely care about solving fulfillment problems. My advice? Hire for the person who will thrive in your environment first, then invest in developing their skills. The technical aspects can be taught, but alignment with your mission is priceless.
I usually start with culture fit, because skills can be taught—attitude rarely can. One time, we hired someone at spectup who had a stellar track record in growth marketing, on paper at least. Technically flawless, but their style clashed with how we work—too rigid, too siloed. Within weeks, there was friction with both the creative and strategy teams. It drained more energy than it brought. In contrast, another hire came in with less direct experience but gelled immediately. They asked great questions, shared credit, and genuinely cared about the team's success. Within three months, they were leading multi-channel campaigns and outperforming expectations. That experience really cemented it for me—give me someone who "gets us" and is hungry to learn any day. At spectup, our projects move fast and collaboration is non-negotiable, so culture fit isn't just a nice-to-have—it's what keeps the whole machine running.
When I hire people for my marketing team, I always look for people who fit in with the culture first. You can teach people skills, but you can't teach them how to fit in with the company's values and vision. It's much easier to teach someone technical skills than to change their attitude or work ethic to fit in with the company culture. A few years ago, we were looking for a marketing expert. One candidate stood out because their resume was full of certifications and technical skills. But during the interview, it was clear that their idea of the job didn't fit with our company's values. We also talked to someone who didn't have as many technical skills but was very interested in our work and wanted to learn more. We took a chance on them and put money into their growth. Now they are a key part of our marketing strategy. A team works best when everyone has the same values and works toward the same goal. A perfect culture fit makes it easy for people to work together and stay motivated, and their skills will grow with the right training and experience.