EXCLUSIVE: How to Build a World-Class Marketing Team According to Nanit’s CMO, Victoria Vaynberg

Last month, we asked Chime's Chief Growth and Marketing Officer, Vineet Mehra, how he thinks about building a world-class marketing team. His answers were sharp and worth a read. But every marketing org is unique. What works for one team, may not be applicable to another. So this time, we asked someone who has built teams spanning mass media, CPG, and high-growth DTC companies to share their thoughts on the same three questions about hiring, team structure, and what shapes how they build their org.

Victoria Vaynberg is Chief Marketing and Customer Officer of Nanit, the smart baby monitor and parenting app that has become a fixture in millions of homes. Before Nanit, she honed her marketing craft at ESPN, Anheuser-Busch, Resy, and Zola. That's a wide range of environments with very different definitions of what marketing is supposed to do, and how you need to measure if it's working. 

Drawing on her vast experience, Victoria shared some very forward-looking insights, and at least one points toward a few roles most marketing teams don't have yet, but probably should.

Three Questions. No Script. Honest Opinions.

The first question is a useful stress test: strip away the inherited org chart, the existing hires, and the internal politics that tend to shape real team decisions, and what actually gets built? For Victoria, the answer doesn't start with a VP of brand or a performance lead. It starts with two roles that reflect where marketing is genuinely heading, and one of them doesn't have an established job title yet.

If you were building your marketing team from scratch today, what roles would you hire first, and why?

"A strong creative leader and an in-house social creator. People who understand how to think creatively, strategically, and have the ability to make it all work. Next, I'd have someone who can create agents for the growth function (and others). For example, integrating all paid channel reporting, identifying trends, building briefs etc. Not sure what the exact title would be, but something along the lines of an AI agent engineer or builder.”

Two seemingly different roles, One grounded in creative and cultural instinct, one in systems and automation. But both oriented around the same idea: that modern marketing has to generate owned value at speed, and that the infrastructure to do it needs to be built deliberately, not inherited from whoever had the job before.

On the question of where most teams go wrong structurally, Victoria's answer isn't about budget or headcount. It's about a division that gets drawn early and rarely gets undone.

What mistake do you see marketers make most often when structuring their marketing team?

"I don't know that it's a marketers mistake per se, but I do think justifying investment in less short term measurable roles can be challenging. That said, I do think separating brand versus performance too much is dangerous. Channels are only as good as the messaging you are putting on them! There needs to be a very collaborative process!"

The channel-as-delivery-mechanism framing is worth sitting with. It reorients the whole brand-versus-performance debate. The question isn't which side gets more resources, it's whether both sides are actually talking to each other.

That collaborative imperative runs directly into the final question, which asks Victoria to name the objective that shapes her org at the highest level. Her answer is less about a fixed destination and more about the orientation required to keep moving toward one.

What is the primary objective that shapes how you structure your marketing org?

"It's all changing so fast! My objective is to have skills and expertise that complement each other across the org, but a shared spirit of proactivity, collaboration and willingness to make changes."

This is the second installment in our ongoing series asking world-class CMOs the same three questions about building modern marketing organizations.