I’m thrilled to sit down with Milena Traikovich, a renowned expert in demand generation who has transformed the way businesses nurture high-quality leads. With her deep expertise in analytics, performance optimization, and lead generation strategies, Milena has helped countless organizations achieve sustainable growth. In this interview, we dive into the seismic shifts happening in marketing due to AI, the critical need for sales and marketing alignment, and how a customer-centric focus can drive long-term profitability. Join us as we explore her insights on evolving in a rapidly changing landscape.
How is AI reshaping the marketing world as we know it today?
AI is fundamentally changing marketing by introducing unprecedented levels of efficiency and automation. It’s like a tidal wave—suddenly, we have tools that can analyze massive datasets in seconds, predict customer behavior with eerie accuracy, and personalize campaigns at scale. These capabilities allow marketers to focus less on repetitive tasks and more on strategy and creativity. Beyond that, AI is shifting how we think about resource allocation—budgets are pouring into AI tools, and the buzz around them is pulling attention away from traditional methods. It’s both exciting and a bit daunting because the pace of adoption is so fast.
What unique efficiencies do you think AI brings to marketing that weren’t possible before?
One of the biggest efficiencies is in data processing and decision-making. AI can sift through millions of customer interactions to identify patterns and insights that would take humans weeks to uncover. For instance, predictive analytics can now forecast which leads are most likely to convert, allowing teams to prioritize their efforts. Also, content generation tools powered by AI can draft emails or social posts in minutes, freeing up time for strategic planning. These efficiencies mean we’re not just working faster—we’re working smarter, with a precision that wasn’t achievable before.
Can you share an example of how AI’s automated tools are influencing everyday marketing activities?
Absolutely. Take something as routine as email marketing. AI-driven platforms can now segment audiences dynamically based on real-time behavior, craft personalized subject lines, and even determine the optimal send time for each recipient. I’ve seen campaigns where open rates doubled just because AI optimized the timing and messaging. These automated tools act like tireless assistants, handling the grunt work so marketers can focus on crafting compelling stories or fine-tuning strategy. It’s a game-changer for productivity.
Why do you believe marketers need to adapt urgently to these AI-driven changes?
The urgency comes from the sheer speed of transformation. AI isn’t a future trend—it’s here, and it’s disrupting everything from campaign execution to customer expectations. Marketers who don’t adapt risk becoming obsolete; their skills could be outpaced by automation. Beyond that, customers now expect hyper-personalized experiences, and AI is setting that bar higher every day. If we don’t evolve, we’ll lose relevance, not just in our roles but in the value we bring to our organizations. It’s about survival and staying ahead of the curve.
What are the biggest risks for marketers who fail to keep up with this evolution?
The risks are stark. First, there’s the danger of being sidelined—AI can automate so much of what marketers traditionally do that those who don’t upskill might find their roles diminished or redundant. Second, there’s a competitive disadvantage. Companies embracing AI are already delivering better customer experiences and optimizing budgets, so lagging behind means losing market share. Finally, there’s a personal career risk; if you’re not learning and adapting, you’re not growing, and the industry moves on without you.
How can marketers leverage their unique human skills to remain valuable in an AI-dominated landscape?
Marketers need to lean into what AI can’t replicate—our intuition, emotional intelligence, and storytelling ability. AI can analyze data and generate content, but it can’t craft a narrative that resonates on a deeply human level or anticipate cultural nuances. I always encourage marketers to use AI as a tool to amplify their creativity, not replace it. For example, use AI insights to understand customer pain points, but rely on your experience to design campaigns that truly connect. That human touch is what builds trust and loyalty, and it’s irreplaceable.
Why is the alignment between sales and marketing such a persistent challenge for organizations?
At its core, the challenge stems from differing goals and structures. Sales teams are often laser-focused on closing deals and hitting quotas, while marketing is tasked with building brand awareness and generating leads over a longer horizon. These misaligned priorities create tension. Add to that the silos baked into most corporate cultures—separate departments, separate KPIs, separate tools—and you’ve got a recipe for disconnect. I’ve seen firsthand how this friction slows down go-to-market strategies and ultimately hurts revenue. It’s a systemic issue that needs a systemic fix.
What practical steps can companies take to foster better collaboration between sales and marketing teams?
The first step is to align on shared goals and KPIs. Instead of measuring marketing by leads generated and sales by deals closed, focus on a metric like customer lifetime value that benefits both. Next, integrate data systems so both teams have a single source of truth—no more siloed data causing miscommunication. Regular cross-functional meetings also help; I’ve seen teams bridge gaps just by sitting down weekly to align on messaging and priorities. Finally, leadership needs to champion this unity, perhaps by appointing a growth leader to oversee both functions. It’s about creating a culture of collaboration, not competition.
Why do you think so few organizations have achieved true sales and marketing alignment, as reflected in the low 19% statistic?
That 19% figure is telling because it highlights deep-rooted cultural and structural barriers. Many companies are built with silos in mind—separate budgets, separate leadership, even separate office spaces. There’s also a historical mistrust; sales often feels marketing’s leads aren’t qualified, while marketing thinks sales doesn’t follow through. On top of that, there’s a lack of accountability. Without shared metrics or a unified vision from the top, there’s little incentive to work together. It’s not just a process issue—it’s a mindset problem that’s been entrenched for decades.
Shifting to profitability, why do you think companies often prioritize short-term revenue over long-term financial health?
It’s largely due to pressure from stakeholders and the way performance is measured. Executives are often judged on quarterly results, so there’s a natural push for quick wins—closing deals now, even if they’re not the right fit. Short-term revenue looks good on a report, but it often comes at the expense of building relationships with customers who’ll stick around. I’ve seen companies chase low-value clients just to hit a number, only to struggle with high churn later. It’s a shortsighted approach driven by immediate gratification rather than strategic vision.
How can focusing on an ideal customer profile contribute to sustainable growth?
Zeroing in on your ideal customer profile, or ICP, is like building a roadmap for long-term success. These are the customers who derive the most value from your product, stay longer, and often become advocates. By focusing on them, you reduce acquisition costs over time because you’re not wasting resources on mismatched leads. I’ve worked with companies that redefined their ICP and saw retention rates climb significantly. It’s about quality over quantity—nurturing relationships with the right customers ensures profitability because they’re more likely to expand their business with you.
What’s your forecast for the future of marketing in this AI-driven era?
I believe marketing will become even more hybrid—blending human creativity with AI’s analytical power. We’ll see AI take over more operational tasks, like data crunching and basic content creation, while marketers pivot to roles that demand emotional intelligence and strategic vision. I also foresee a stronger emphasis on customer-centricity; as AI personalizes at scale, customers will expect brands to truly understand their needs. The challenge will be staying authentic in that process. Ultimately, those who embrace AI as a partner, not a replacement, will thrive, shaping a future where marketing is more impactful and deeply connected to customer success.
