In a world where change is the only constant we know, building a modern Marketing and Communications (MARCOM) function at speed is no longer optional, it’s a strategic necessity.
And when that challenge unfolds within the fast-moving context of a scale-up embedded in a global corporate structure, the complexity and the stakes are even higher.
For companies where brand integrity is inseparably linked to deep subject-matter expertise and a long-standing reputation, scaling a MARCOM function means walking a fine line: between innovation and consistency, speed and depth, brand discipline and creative freedom.
Here’s how I’ve approached that journey.
Building a MARCOM Function at Pace Inside a global scale-up
When I joined, the new business area Supply Chain & Product Assurance had been recently established within DNV, formed by consolidating existing services into a newly focused business area aimed at capturing emerging market opportunities. While part of a global company, we operated with the pace and ambition of a scale-up, building something fresh with the backing and credibility of the DNV brand. The challenge was to meet the wider organisation’s ambitions while establishing a clear and independent identity of our own.
The MARCOM function at the time was loosely structured with pockets of activity, but no cohesive vision or coordinated approach. Our challenge was clear: scaling a start-up function within a highly complex, matrixed organisation.
We focused first on the essentials: aligning with business priorities, defining our purpose, and building a structure that could scale. It wasn’t about growing fast, it was about growing right:
Right roles, right foundation, right pace.
In just two years, our team has more than tripled in size. What was once a dispersed and inconsistent setup is now a globally connected function, with team members based in 12 countries across four major regions. Our capabilities span digital marketing, content strategy, brand, communications, external and internal engagement, events and customer experiences, marketing analytics, creative production, and stakeholder partnerships.
Crafting brand strategies where trust is non-negotiable
Our entire business is built on trust. As an assurance provider, our work gives customers their license to operate, demonstrating their commitments to safety, security, sustainability, and performance. That same focus on trust underpins everything we do in brand and communications.
Our work spans deeply technical, highly regulated sectors: public health, food integrity, life sciences and many others. In these domains, visibility only matters if it’s credible. And credibility doesn’t come from noise. It comes from consistency, from depth, and from telling stories that are grounded in expertise.
That’s why our marketing strategy is built around substance, not spin. Our role is to humanise the technical by translating complexity into something clear, relevant and engaging.
Developing communication strategies rooted in trust, transparency, and credibility has always been central to my work. One example is DNV Talks Energy, the company’s first podcast series, which I developed. The goal wasn’t reach. It was resonance. Through candid conversations with industry leaders, we created a trusted platform for dialogue that not only reflected our credibility but helped build it.
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At a time when branded podcasts were still rare, this was a turning point. It proved the power of inviting in external voices. We strengthened our brand message, made it more human and relatable, and built trust in a way that traditional tactics couldn’t.
That experience helped shape how I see the role of communications. Not just as a messenger but as a bridge between expertise and audience. A way to bring people in, not just speak at them.
Leading through enablement and participation: Developing a future-ready team
Trust also defines my leadership philosophy, especially as we navigate a phase of rapid growth and increasing complexity. I believe in empowering teams to shape the journey. One of my guiding principles is a quote often attributed to Richard Branson: “Train people well enough so they can leave, treat them well enough so they don’t want to”.
This resonates more than ever as AI begins to transform our industry, sparking reflections among marketing professionals on the future of their roles and evolving skill sets. That’s why we’ve embedded team development into our growth strategy. We’ve formed an internal AI squad, launched practical initiatives to explore efficiency gains, and begun shaping a long-term roadmap for how AI will augment our capabilities.
To me, upskilling isn’t just about learning new tools, it’s about enabling people when venturing into unknown territory. It means actively involving the team in uncovering new opportunities for growth and giving them ownership of the path forward. In my experience, this approach not only builds skills, but it also creates lasting confidence and is the most rewarding way to help teams embrace change. I’m proud to lead a team that’s curious, courageous, and already proving what’s possible when great people are given the space and trust to thrive.
But building the right team is only half the story. Empowered people need the right platform to deliver results. And that’s where performance, process, and digital infrastructure come into play.
Balancing brand and performance: Building a scalable digital machine
While DNV is a trusted global brand, our business area is still building its presence. That means we can’t rely on brand equity alone. We need to build awareness while generating demand.
A big part of my role has been to champion top-of-funnel investment alongside demand generation. It’s not an either-or game. To scale effectively, we need a digital engine that works across the full customer journey.
We’ve invested in the people, processes, and platforms to make that happen, from analytics and automation to content and SEO. But just as importantly, we’ve fostered a culture of experimentation, where data guides decisions and performance is measured not just in leads, but in long-term brand value. Changing mindsets takes time. But it’s how we unlock real, sustainable growth.
A MARCOM function that moves at the speed of trust
The journey of building a high-performing MARCOM function inside a scaling business area of a global brand has been equal parts challenge and privilege. It’s required clarity, conviction, and an unwavering focus on trust, internally and externally.
Together, we’re building a MARCOM engine that’s fast, credible, and positioned for long-term impact. One that fuels business momentum while upholding the deep integrity our brand stands for. And most importantly, one that puts people at the very centre of everything we do, from our teams to our customers to our audiences.
Because in a world defined by rapid transformation, trust moves markets. And marketing moves trust.
Sinead Murray
Sinead Murray is Global Director of Marketing & Communications at DNV. She builds strategies rooted in trust and credibility, with experience leading global MARCOM in complex, high-stakes industries. Her work blends internal alignment, client partnership, and authentic storytelling to drive lasting brand impact.
