SUMMIT One Vanderbilt

Barbara Puszkiewicz-Cimino

Customer Trust Steward

Leadership in digital marketing and CRM is often described as a balance between art and science, but in practice, it is more human than either term suggests. The skill that has most shaped my leadership approach is not a specific platform or tactic, but the ability to think in systems while leading with empathy. Digital ecosystems are complex, interconnected and constantly evolving. The same is true of the teams and customers who interact with them. My role has increasingly been about creating clarity within complexity”aligning technology, data, and people around a shared understanding of value.

When designing CRM strategies, my starting point is always the customer experience, not the data itself. Data is a means, not the outcome. A strong CRM strategy should feel invisible to the customer timely, relevant and respectful. Privacy is not a constraint to work around, it is a design principle to build with. Clear consent, transparent communication and thoughtful data minimization force better strategic thinking. They push teams to focus on what enhances the experience rather than what is merely possible. In my experience, the most trusted brands are those that demonstrate restraint as much as sophistication.

Decisions around digital channels and personalization are guided by intent. Not every channel deserves equal investment, and not every customer moment needs personalization. I look at where customers are actively seeking value versus where brands are simply trying to be present. The question is not Can we personalize this? But Should we? Personalization works best when it solves a real problem, removes friction or when it adds emotional relevance. Otherwise, it risks becoming noise. Strategic focus often means doing fewer things better, with a clear understanding of why each channel exists in the ecosystem.

  Leadership in digital marketing and CRM is more human than either term suggests.  

Balancing creativity with data-driven insight is one of the most rewarding challenges in global digital marketing. Data can tell us what is happening and sometimes why, but creativity determines how we respond. I see data as a powerful editor rather than a creative director. It helps refine ideas, validate assumptions and reveal patterns, but it should not flatten intuition or curiosity. The strongest outcomes emerge when creative teams and data teams work together early, shaping ideas collaboratively.

Cross-functional collaboration is essential to delivering cohesive digital experiences, especially at scale. CRM does not live in isolation. It sits at the intersection of marketing, technology, legal, operations and customer service. Successful collaboration requires shared language and shared accountability. As a leader, I focus on creating environments where different disciplines understand how their decisions affect the end experience. Alignment, then, is built through trust, openness, and a willingness to listen beyond one’s own expertise.

For professionals aspiring to grow into digital marketing and CRM leadership roles, my advice is to invest as much in perspective as in skill. Learn the tools, but also learn how businesses operate, how customers think and how teams function under pressure. Be curious about adjacent disciplines and comfortable asking questions outside your lane. Leadership in this field is less about having all the answers and more about asking better questions. Questions that connect data to people, strategy to execution and short-term performance to long-term trust.

Ultimately, digital marketing and CRM leadership for me is about stewardship. Stewardship of data, of customer relationships and of the teams responsible for shaping them. The technology will continue to change. The responsibility to use it thoughtfully will remain.