Tiffany explains that scaling organizations in the current AI environment requires teams to rethink how they are structured and how work gets done. As new tools and systems emerge, marketing and insights functions are being reshaped to adapt to these changes.

A key part of this shift is the rise of more automated and “agentic” systems, which are changing how teams operate day to day. This creates a need to constantly assess what can be automated and where human judgment is still essential in the process.

She also highlights that scaling in this new environment is not just about technology, but about people. Teams need new skill sets to work effectively alongside these systems, and leaders need to rethink how they build and structure their organisations to support this. 

At the same time, Tiffany sees opportunity in this change: teams can focus more on meaningful, high-impact work that improves both performance and job satisfaction. She emphasizes that teams need to adopt a mindset of “leaning into” the AI wave, rather than fearing it.

Tiffany sees a growing concern in the insights space where traditional insights teams are being reduced or reshaped. As more tools and AI become available, companies are increasingly expecting people without deep research expertise to run studies and generate insights themselves.

She also points out that this is changing how marketing functions operate, stating that it is “terrifying” for the industry that organizations are driving product innovation decisions without an expert partner in place to support them through this transition.

At the same time, Tiffany believes this creates an opportunity for marketers to step up. She is focused on helping leaders like CMOs better understand how to use insights platforms and work with agencies, so they can still make informed decisions even as team structures evolve.

From her perspective, marketers are naturally data-oriented. Rather than being afraid of these changes, she believes they should lean into data more confidently and learn how to use these new tools in a more effective and empowered way.

The role has changed. Marketing leaders are now expected to do more than just run campaigns, but to shape business models and own revenue outcomes. What that shift really means is moving from execution to systems thinking.

Tiffany has seen this firsthand in growth operations, where marketing is no longer measured only by output, but by its impact on CAC, LTV, product adoption, and overall revenue performance. Campaigns still matter, but they are only one part of a much larger system.

This transition requires marketers to understand how their work connects to sales, product, and customer experience. It also means being accountable for what happens after the lead is generated, not just before.

Most people think scaling is about growth, but Tiffany sees it more as an efficiency issue.

Vice President of Growth Operations at aytm, Tiffany focuses on aligning marketing and operations around the metrics that actually matter: CAC, LTV, conversion, and adoption. Without that alignment, growth can become expensive and unsustainable.

She emphasizes that scaling requires more than increasing spend or launching more campaigns. It requires clear systems that connect acquisition, conversion, and retention into one continuous flow.

This is where growth operations become critical; ensuring that every part of the funnel is working together, not in isolation. For Tiffany, the companies that scale successfully are the ones that grow with control.

Tiffany believes that growth systems only work if the culture behind them supports how teams operate. She highlights three traits that consistently show up in high-performing teams: curiosity, empathy, and a bias toward action. These qualities directly impact how quickly teams learn, adapt, and improve.

In a fast-paced, remote-first environment like aytm, Tiffany has seen how important it is to create a space where people feel comfortable asking questions, testing ideas, and collaborating across functions. 

Empathy, in particular, plays a role not just internally, but in how teams understand and represent their customers. It shapes both the culture and the output.