Judge of the Day: Will Thompson on clarity, intent and getting the basics right

When it comes to balancing brand and demand, Thompson resists the idea of a universal formula. The right mix depends on market, product and context, but he believes marketers often overcomplicate the distinction. “Ultimately, you are still selling to the same buyers,” he says. The difference is how ready they are to act. Whatever the allocation, he argues that measurement needs to reflect movement in buyer intent, not just surface-level metrics. Clicks and impressions alone, in his view, miss the point.

That emphasis on intent also shapes his advice for standing out in a crowded B2B landscape. Thompson uses a simple test to stress-check messaging. “If you removed your logo, would a buyer still know the message relates to your brand,” he asks, “and could it only have come from you?” Too often, the answer is no. For him, that usually points to a deeper issue. “Unclear writing and messaging come from unclear thinking,” he says. Without a firm grasp on true differentiators, distinctiveness is impossible, no matter how polished the execution.

Despite the focus on data and automation, Thompson believes some of the most effective B2B channels right now are refreshingly analogue. “Call me old fashioned,” he says, “but I do think small, in-person events are having a renaissance and delivering real impact.” Whether as part of an ABM programme or a more traditional demand play, he sees high-quality breakfasts and dinners as a way to reach senior stakeholders who are otherwise hard to access. In a market saturated with digital advertising, he adds, buyers are increasingly drawn to “the chance to meet their peers and have a relaxed discussion,” where trust and credibility are built face to face rather than through another screen.

Internally, he sees measurement as one of B2B marketing’s most persistent challenges. Marketing’s impact is often judged through inconsistent or arbitrary metrics, which can obscure real contribution to revenue. “The metrics a marketing team can be measured by vary significantly,” he says, and that ambiguity has allowed stand-ins like MQLs to take on outsized importance. While he acknowledges that tying marketing directly to revenue is hard, he believes too many teams avoid doing the organisational work required to make it possible.

Looking ahead, Thompson believes successful B2B marketers will need strong data and AI skills paired with a clear point of view on how technology supports, rather than replaces, teams. Specialism still matters, he argues, but so does understanding how individual channels fit into a broader system. Above all, communication remains critical. “The ability to speak clearly and in plain language that is understandable to anyone in the business” is what allows marketing’s value to stick over time.

That belief is reinforced by one of the biggest challenges Thompson is grappling with in his current role: access to high-quality data at scale. “Data quality is often either seen as a channel issue or a Salesforce problem,” he says, “but in reality it cuts across everything B2B marketing does.”

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