From AI and evolving growth strategies to the skills that matter most, here's what we're looking for in marketers at Osome.

Ask five marketers what they do, and you'll probably get five different answers.

One might be looking at acquisition performance. Another is figuring out how to reach customers at different stages of their business journey. Someone else is rethinking a customer journey, analysing data or experimenting with how AI can change the way their team works.

And yes, somewhere in between, someone might open Canva.

Marketing has always been broader than making things look good. But right now, the definition of a marketer is changing particularly quickly.

AI can generate copy, creative and analysis in seconds. Platforms are automating more of the decisions marketers used to make manually. Traditional marketing roles are being stretched, renamed and, in some cases, completely redesigned.

So if execution is becoming easier, what actually makes a great marketer today?

At Osome, it's a question we're thinking about as we build the next stage of our Marketing team.

We spoke with Siddharth Jain, Integrated Marketing Director at Osome, about how marketing is evolving, what we're doing differently and the kind of people who thrive in this environment.

Myth #1: AI is making marketers less important

AI is certainly changing what marketers spend their time doing. But making execution faster doesn't remove the need for marketing judgement.

If everyone can generate ten headlines, the advantage isn't producing an eleventh. It's knowing which idea is worth pursuing in the first place.

At Osome, using AI isn't just about experimenting with the latest tools. Marketers are expected to identify repetitive work they can automate themselves, whether that's reporting, preparing for calls, tracking competitors or getting a first draft together.

The goal isn't to produce more for the sake of it. It's to free up time for work that requires actual judgement.

But using AI effectively isn't simply about knowing which tools to use.

It requires structured thinking, confidence working with data and the ability to give AI clear instructions, evaluate its output and challenge the results when something doesn't look right.

As Sid puts it:

For someone joining the team, that means being comfortable experimenting with AI, but equally comfortable questioning its output.

Knowing how to use the tools matters. Knowing when not to trust them matters just as much.

The tools are changing. The expectation to think commercially and strategically isn't.

Myth #2: Growth marketing is just running more ads

Paid marketing used to give teams a relatively straightforward lever: invest more, optimise performance and scale what works.

That equation is becoming more complicated.

Advertising platforms are increasingly introducing AI into targeting, bidding, creative and optimisation. At the same time, platform behaviour and performance can change quickly.

That makes knowing how to operate an ad platform only one part of the job.

At Osome, our approach to growth has evolved too.

We've shifted from organising marketing around where we operate to organising it around where our customers come from. This allows us to approach growth with a stronger focus on reaching founders in locally relevant environments.

We've also become more disciplined about efficiency. Rather than simply increasing marketing spend to drive growth, we're focused on getting more value from what we already invest.

But the next challenge goes beyond improving what already works.

As Sid explains:

For Osome, that means finding ways to reach businesses at different stages of their journey, not just when they're getting started.

And for marketers joining the team, the opportunity isn't simply to optimise an existing acquisition channel. It's to understand founders' changing needs, identify new opportunities to reach them and connect marketing decisions to broader business growth.

Because growth isn't always about spending more.

Sometimes, it's about recognising opportunities others haven't explored yet.

Myth #3: The best marketer is the person with the longest list of channel skills

Performance. Brand. Content. SEO. Lifecycle. Product Marketing. Field. Growth.

Specialist expertise still matters, and different roles naturally require different strengths. But knowing every tool or channel isn't what makes someone successful at Osome.

The people who thrive here tend to share something else: they think independently and act like owners.

They're comfortable forming their own point of view, backing it with data and moving things forward without waiting for a perfectly detailed brief.

That doesn't mean working alone.

Marketing at Osome involves collaborating closely with teams across Sales, Partnerships, Product and Finance. Many of the problems we're solving don't sit neatly within one function, and neither do the solutions.

As Sid puts it:

It's a useful way of thinking about what the role of a marketer is becoming.

It's not just about knowing how to run a campaign. It's about understanding why that campaign matters, what business problem it solves and how it connects to what other teams are working towards.

And while experience and specialist knowledge remain valuable, the ability to take ownership, make informed decisions and work across functions is just as important.

If you prefer clearly defined briefs and staying within one channel, this environment may feel challenging.

But if you enjoy connecting the dots across teams, challenging assumptions and taking ownership of business problems, it's the kind of environment where you can make a meaningful contribution.

So, do you need to be good at Canva?

It probably won't hurt.

But the more interesting question is what you do when Canva, ChatGPT, an ad platform or the next AI tool can handle increasingly more of the execution for you.

Can you recognise an insight that others miss?

Can you challenge an AI-generated answer instead of simply accepting it?

Can you find smarter ways to grow without automatically increasing spend?

Can you connect a campaign to a commercial problem?

And can you take ownership of an idea, even when nobody has handed you a perfect brief?

At Osome, we're not looking for marketers who know every tool, have an answer to every question or wait for the perfect brief.

We're looking for people who can understand a business problem, form a point of view and take ownership of what happens next.

The tools will keep changing. The channels probably will too.

But knowing how to make a difference? That's the skill we're betting on.