So, You Want to Be Head of Marketing for a Travel Business?

You've probably seen the glamorous side: jet-setting to exotic locations, crafting campaigns that inspire wanderlust, and seeing your efforts translate into sold-out tours or fully booked flights. But what's it really like to be a Head of Marketing or Marketing Director in the fast-paced, sometimes unforgiving world of travel?

Having spent over 15 years in this very role for airlines and tour operators, I can tell you it's a unique and demanding beast.

The Dual Nature of Travel Marketing Leadership

It's a role that requires a strange and potent blend of left- and right-brain thinking. On one hand, you need to be a commercial powerhouse. You have to understand the numbers inside and out, from cost per acquisition to lifetime value, and be able to tie every (most) marketing initiative directly back to the bottom line. You are the guardian of the budget and a driver of revenue.

But that's only half the story. As a leader, you are directing a team that does a lot of this heavy lifting. You set the strategy and empower your team to execute it, trusting them to bring their expertise to the table. However, this doesn't mean you can sit back and relax. You need to be on top of everything, from the latest campaign performance data to the smallest creative detail. You are the final sign-off, the ultimate decision-maker, and the one who bears the responsibility for success or failure.

Managing the Opinions (Everyone Has One)

And then there are the people. As the head of marketing, you are the focal point for a lot of different opinions. Everyone from the CEO to the sales team, and even colleagues from other departments, will have a view on your campaigns. "Why didn't you use that photo?" "I don't like that font." "My wife thinks this ad is a bit boring." You'll hear it all.

The key to survival? Developing a thick skin. You have to be prepared for constant subjective feedback. It can be exhausting, and at times, downright frustrating, but the most important thing is to take it all in stride. Smile, say thank you for the feedback, and remember that everyone is invested in the success of the business.

The Reality of Those First 100 Days

Speaking with other marketing leaders in travel, the challenges of stepping into a new role become even clearer. With any role, the first few months can feel overwhelming as there's so much information to take in. But there's added pressure of wanting to make an impression, add value early on and make a difference.

Additionally, there will be an expectation from your MD or CEO to demonstrate your value and impact early – what questions are you asking, what problems are you solving, what plans are you implementing. If you're not showing the value – or your manager isn't feeling the value you are adding, it could lead to some difficult conversations.

Your Survival Guide: What Actually Works

So how do you navigate this challenging landscape? Industry insiders recommend:

Focus on Quick Wins First Prioritise the insight and try to identify low hanging fruit so you can deliver some quick wins. Share your roadmap and marketing's 3-9 month forward plan (if not already in place – or recrafted based on what you've learned).

Get Your Team Aligned Ensure your team is clear on priorities and they're putting energy where they can make the most difference. Clarity reduces stress and improves results.

Know When to Bring in Support If internal team workloads can't be reprioritised to allow for more tangible benefits and delivery, then employing some short-term expertise can help lay out your roadmap for success and often deliver quicker results.

The Truth About This Role

Being a Head of Marketing for a travel brand is not for the faint of heart. It's a job where you're always on, always thinking, and always juggling a dozen different things at once. But when you see your team thrive and a campaign you've directed inspire someone's next adventure, all that hard work becomes worth it.

What makes travel marketing particularly challenging? As one industry veteran explains: "In the majority it's often low margin, high volume business models and that in itself is inherently challenging. It means that marketing has to remain on the cusp of early adoption to remain differentiated."

He adds: "Travel product is inherently perishable and date stamped, so embrace that as an exciting element as opposed to static product marketing and promotion. This shoves focus onto efficiency and measurement – but do not forget that travel marketing has to inspire and communicate USPs. Develop a concrete brand investment thesis."

The Golden Rule Perhaps the best piece of advice comes from that same CMO: "When appraising anything – middling opinion is the killer. Learn to Love OR Hate things and dismiss the things you hate early."

It's a challenge, for sure, but one of the most rewarding I've ever known.

At Llama, we work with marketing leaders who are navigating exactly these challenges. Whether you're new to the role or looking to reset your strategy, we understand the unique pressures of travel marketing leadership. Our strategic reset sessions are designed to help you identify those quick wins while building a sustainable roadmap for long-term success.