The marketing function has never been more critical to business growth, yet never more complex to build. To better understand the current hiring landscape, we recently asked senior marketing leaders across the UAE, GCC and beyond to share their first-hand experiences in hiring and retaining top marketing talent.
The responses revealed striking patterns: which roles are hardest to fill, where skills are lacking, and what CMOs believe will define the next generation of marketing teams.
Who We Spoke To
Our research draws on the insights of 127 senior marketing decision-makers based in the UAE, spanning a broad mix of company types and industries.
Respondents included CMOs, Marketing Directors, Heads of Marketing, and Senior Managers, representing 75 distinct job titles across corporate and agency settings.
Around 23% work within multinational or large local organisations, while 77% represent smaller or locally owned companies, a reflection of the UAE’s thriving mix of global enterprises and ambitious home-grown brands.
When it comes to structure, 94% of respondents lead in-house marketing teams, while 6% work within agencies or consultancies supporting regional and international clients.
Together, this group provides a representative view of the UAE’s marketing landscape, from established corporates to agile, creative independents driving innovation across the region.
The Hardest Roles to Hire
When asked which roles posed the greatest hiring challenges, a clear set of job titles came up repeatedly:
- Performance and growth marketers – demand for ROI-driven digital expertise continues to outpace supply.
- Product and campaign managers – those who can bridge strategy and execution are scarce.
- Event and experiential marketers – particularly with a focus on sustainability and community engagement.
- AI-driven growth specialists – roles that combine creative storytelling with AI and digital integration.
- Brand and marketing managers – senior generalists who can oversee teams with depth across multiple channels.
→ For hiring managers: competition is fierce for these profiles. Plan ahead, move quickly on strong candidates, and consider succession planning within your existing team.
→ For job seekers: if you have experience in these areas, you’re in high demand, but staying ahead means showing measurable results and adaptability.
"There’s a consistent gap in candidates who can interpret complex data and translate it into actionable marketing insights.”
Skill Gaps in the Market
CMOs were also asked to identify the biggest skills missing in today’s talent pool. The top gaps cited included:
- Data analytics and numeracy – the ability to turn data into actionable insight.
- Financial literacy and business acumen – understanding ROI, budgeting, and commercial impact.
- Customer journey mapping and CX – creating seamless, end-to-end experiences.
- Storytelling and brand fundamentals – not just pushing campaigns, but building emotional connections.
- Project and stakeholder management – essential for cross-functional leadership.
- AI integration – using new technologies to enhance, not replace, creative and strategic thinking.
→ For hiring managers: training and development should address these gaps internally rather than relying solely on external hires.
→ For job seekers: building a balance of hard skills (analytics,finance, AI) with soft skills (storytelling, leadership) will set you apart.
“I see three main gaps: too much focus on execution over strategic thinking, not enough ability to turn data into compelling stories, and a lack of adaptability, especially in keeping up with the latest marketing tools and AI-driven MarComms solutions. The strongest marketers bridge these gaps by thinking long-term, humanizing analytics, and staying agile with new technologies.”
Traditional vs Digital Roles
Responses varied on whether traditional roles or digital roles were harder to fill. Some leaders said traditional roles like brand and communications are tougher, while others pointed out the lines are blurring.
The takeaway? The most sought-after talent is hybrid – professionals who can navigate both brand-building and performance marketing with equal confidence.
"Both are becoming increasingly difficult. CV's look great,but then we actually questioned on their knowledge there is a gap"
Local vs International Talent
One of the survey’s most telling insights: the region’s talent pool is maturing, but opinions differ.
- Some CMOs feel local talent is strong enough to meet most needs.
- Others say they regularly need to recruit internationally for niche expertise.
- Many cited a blend of both as the most practical solution.
This reflects both the rapid development of the GCC marketing ecosystem and the continuing need for global experience inspecialised areas.
"There is strong local talent, but for senior or specialist digital roles we often needed to hire internationally"
"The UAE pool is strong for GCC scope, but other markets will need different talents outside of the UAE"
Future Skills: The Next 3 Years
Looking ahead, CMOs expect the most critical marketing skills to include:
- AI fluency and prompting skills
- Analytical reasoning and ROI-driven decision making
- Creative problem solving
- Customer journey and experience design
- Integrated offline and online thinking
"The future marketer will be less of a tactical executor and more of a strategic thinker, data interpreter, and creative visionary. They will need to be part data scientist, part psychologist, and part artist to succeed."
The message is clear: the future belongs to marketers who can combine creativity with data, and technology with human insight.
Retention vs Hiring
While most leaders agreed that hiring is a bigger challenge than retention, retention issues are creeping up, with several rating it a growing concern. This signals the importance of career development pathways, clear progression, and competitive benefits to keep high performers engaged.
Advice from CMOs to Recruiters & HR
Here’s what marketing leaders want us to know when supporting their hiring needs:
1. Recruit for Attitude, Not Just Experience
“Hire for mindset and soft skills — experience can be taught.”
Many CMOs believe attitude, curiosity, and cultural fit are stronger predictors of success than a perfect CV.
They urge recruiters to look for marketers who are adaptable, self-motivated, and open to learning, rather than simply those who tick every technical box.
2. Understand Technology and AI
“Look for people who are in sync with how technology is evolving, especially in AI.”
The most common theme by far: technology awareness.
Recruiters who understand how digital transformation, automation, and AI are reshaping marketing functions will deliver far more relevant candidates and better long-term matches.
3. Move Faster and Be Transparent
“Move faster and be transparent - we lose great people to delays.”
Several CMOs called for a more efficient, communicative process. They want recruiters who manage expectations, provide regular updates, and don’t let strong candidates slip away through slow decision-making.
4. Educate Clients
“You can’t find all talents in one person - recruiters need to educate clients about that.”
Leaders want recruiters to act as consultants, not order-takers. Advising hiring managers on what’s realistic, where the market is tight, and how to compromise intelligently builds trust and long-term partnerships.
5. Prioritise Local and Regional Talent
“Stop trying to push old-school expats -there’s great talent right here.”
Several respondents emphasised the importance of championing local talent.
Recruiters who understand the UAE and GCC market dynamics - and the talent already thriving here - are seen as far more credible partners.
6. Balance Creativity and Commercial Thinking
“Look beyond traditional experience and find people who can combine creativity with data-driven thinking.”
Many respondents want recruiters to recognise that today’s marketing leaders must be both creative and commercially minded.
The ideal hire blends storytelling with strategy, and brand with data.
7. Bring Back the Human Touch
“Avoid online interviews where possible - you lose the ability to read body language.”
Finally, some CMOs urged a return to human connection in hiring.
Body language, presence, and emotional intelligence still matter - particularly in leadership roles.
Closing Thoughts
The survey makes one thing clear: marketing talent in 2025 must be both specialised and versatile. The hardest-to-hire roles are those demanding a rare blend of creativity, commercial acumen, and digital fluency.
For hiring managers, the challenge is two-fold – securing scarce talent externally while developing existing teams internally. For jobseekers, the opportunity is significant: invest in upskilling around data, AI, customer experience, and financial acumen, and you’ll be positioned at the top of the market.
Above all, these insights reinforce the value of community knowledge-sharing. By understanding the collective challenges CMOs face today,we can better prepare tomorrow’s marketing leaders.
