How I Got a Seat at the IT Table as a Marketer

Digital marketers run on data. We use it to segment audiences, identify trends, and measure what is actually driving conversions. We also need it quickly enough to support real business goals, whether that is filling a class, promoting a service line, or hitting a monthly growth target.

For a long time, that was not a problem for me.

I worked for a large healthcare system where marketing had relatively easy access to the data we needed. We could pull lists, build audiences, and execute campaigns without too many barriers. It was not perfect, but it worked.

Then the organization implemented Epic Systems.

At the time, it was positioned as an IT and operations initiative. Marketing was not heavily involved, and honestly, it did not seem like we needed to be. That assumption did not hold up for long.

When Access Disappears

After go-live, everything changed.

Lists that used to take hours to build suddenly required formal requests. Campaign audiences were no longer readily available. Reporting became a queue, and not a short one. Some requests took months, and some never made it through at all.

Marketing campaigns were at risk of delay simply because we could not get the right data in time.

My leadership team was frustrated, and I did not have a clear answer. It would have been easy to point fingers. Instead, I decided to understand what was actually happening.

Seeing the Other Side

Every two weeks, there was a meeting where report requests were reviewed and prioritized. On the surface, it felt like marketing was always at the bottom of the list.

Through one-on-one conversations with peers, I learned why.

IT was not just supporting marketing. They were supporting clinicians, scheduling, labs, pharmacy, and every other function tied to patient care. They were also responsible for maintaining the integrity and security of a system that could not afford to fail.

The issue was not that marketing was unimportant. The issue was that we were one of many priorities, and our requests were not structured in a way that made them easy to action.

That realization changed my approach.

Earning a Seat at the Table

I connected with a new leader in IT. Our first interactions were not perfect, but over time, the conversation shifted. Instead of pushing for faster turnaround times, I started asking how we could work better within their structure.

That opened the door.

I was invited back to help think through a better way to manage marketing requests without disrupting higher priority, patient-facing work. What I learned during that time was eye opening.

The IT team was lean. Work was segmented by modules and specialties. Requests were constant, and prioritization was critical. They were not blocking marketing. They were managing an overwhelming volume of needs with limited resources.

Once I understood that, collaboration became possible.

What We Changed

We did not overhaul the system overnight, but we made meaningful improvements.

We brought cross-functional team members into the report review process so each group had a voice. That alone shifted the dynamic. Instead of competing for priority, we started understanding how each team used data and why it mattered.

We improved how marketing submitted requests. Instead of vague asks, we provided detailed context, clear business goals, and specific data requirements. This made it easier for IT to evaluate, prioritize, and execute.

We streamlined request forms and aligned on shared terminology. Marketing and IT often describe the same thing in completely different ways. Creating a common language reduced confusion and rework.

We also partnered on education. Together, we created a simple video to show how to submit a strong request. It sounds small, but it made a big difference in consistency and quality.

What Changed for Marketing

Back on the marketing side, we adjusted how we worked.

We planned earlier. We built in time for data requests. We trained our team to think in terms of data structure, not just campaign goals. We learned the basics of BI tools and became more comfortable navigating systems that once felt out of reach.

Most importantly, we stopped treating IT like a blocker and started treating them like a partner.

The Outcome

We did not eliminate every delay, and we did not suddenly move to the top of every priority list.

But we gained something more valuable.

We built trust. We improved communication. We created a shared understanding of how data supports both patient care and business growth.

And marketing earned a seat at the table.

What Actually Made the Difference

Looking back, a few things stand out:

• We took the time to understand IT’s priorities before pushing our own

• We improved the quality and clarity of our requests

• We aligned on language and expectations

• We showed up consistently, not just when something was broken

The gap between IT and marketing is not just a technology problem. It is a communication problem.

Once we started translating between the two, everything worked better.