Lisa Harrup Mieuli on Modern Marketing for Cybersecurity

1. What specific areas of demand generation do you believe offer the most growth potential for Gigamon under your leadership?

I see several high-impact opportunities for demand generation growth at Gigamon. There’s enormous potential in more deeply integrating brand and demand functions. Historically, these have operated in parallel tracks. By tightly aligning them, like we did with the 2025 Hybrid Cloud Security Survey, where we explored hybrid cloud security in the age of AI, it wasn't just a brand builder; it became a powerful demand-gen engine with legs across campaigns, channels, and customer touchpoints.

Artificial Intelligence-powered marketing also presents significant growth potential for Gigamon. AI is rapidly finding its way into global workplaces due to its ability to enhance productivity, automate processes, and enable smarter, faster decision-making. The marketing industry is no exception. There’s a real need to harness AI to drive smarter, more process and productivity in content development, which ultimately delivers more productive execution.

Another key area for us is the intentional focus on Ideal Customer Profiles (ICPs). By clearly defining and prioritizing our most valuable customer segments, we ensure that our efforts and resources are aligned with those who drive the greatest return for the business. This enables us to craft tailored use case messaging and develop targeted go-to-market campaigns that resonate deeply with high-potential buyers. We've found this results in higher-quality leads, stronger conversion rates, and accelerated revenue growth.

Finally, I see growth in continuously adapting how we use our channels like field marketing, digital presence, media, analyst relations, and beyond. The “what” may stay consistent, but the “how” must evolve with the data and buyer behavior, meeting customers where they’re at. That requires a team culture that’s agile, data-driven, and willing to experiment.  

2. In your experience, what role does marketing play in creating trust and credibility with CISOs and IT decision-makers?

Marketing plays a foundational role in establishing trust and credibility with CISOs and IT decision-makers, especially in cybersecurity where relationships and reputation matter deeply. To build that credibility, we’re focused on meeting CISOs where they are, with relevant, data-backed insights, peer-led narratives, and use cases that reflect real-world impact. Tailoring content to their specific needs and pain points is critical. For example, we took the broader survey mentioned above and created a focused piece, CISO Executive Summary, further focusing the data on CISOs’ specific challenges and priorities.  This is a great example of how we can emphasize clarity, precision, and consistency when communicating to key stakeholders. We are delivering value in the form of data and insights for security leaders, while establishing Gigamon as a leading authority..

3. From a strategic standpoint, how critical is deep observability to an organization’s hybrid cloud security strategy?

Deep observability provides complete visibility into all data in motion, including encrypted and complex AI-driven communications, enabling organizations to detect and respond to security threats proactively. This visibility is essential for securing hybrid cloud environments, where traditional monitoring tools often fall short, especially with the rapid growth of AI-generated traffic and shadow IT applications.

Gigamon serves more than 4,000 organizations worldwide with the Gigamon Deep Observability Pipeline, including more than 80% of Fortune 100 enterprises and 9 of the 10 largest mobile network providers.

4. How do you see the role of marketing evolving in response to the growing complexity of hybrid cloud security challenges?

As hybrid cloud environments grow more complex, the role of marketing must evolve from simply generating leads to deeply articulating value, especially in a space where deep observability isn’t always immediately understood or budgeted for. Our job is to educate, contextualize, and elevate the strategic importance of deep observability. That means clearly communicating not only what we do, but also how we help CISOs and their teams improve ROI, reduce risk, and drive operational efficiency.

We also have to account for a shifting audience. Gigamon has traditionally sold into network teams, but as we expand into cloud and security, we’re increasingly engaging new buyers who often don’t talk to each other internally. Marketing has to bridge those silos, tailoring messages by persona, and helping unify stakeholders around shared outcomes. Our success depends on how well we can translate complex technical value into compelling, role-specific narratives that resonate across the decision-making unit.

 5. In your view, what are the key marketing KPIs that should align with revenue-generation goals in cybersecurity-driven enterprises?

Modern marketing KPIs must reflect the full spectrum of today’s buyer journey. Think about segmenting your KPIs into three key categories: brand, engagement and intent, and pipeline generation.

Brand focuses on signals that indicate growing awareness and trust, such as branded search volume, direct traffic from target accounts, website interactions, social media or community engagement, and the impact of analyst and public relations. AR and PR can be measured through inclusion in analyst reports and inquiries, media coverage, interviews, and share of voice.

Pipeline metrics should center on both sourced and influenced pipeline to bookings. Teams should track marketing qualified accounts (MQAs), opportunity conversion rates, and marketing’s contribution to sales velocity. While we are not completely walking away from marketing qualified leads (MQLs), the shift toward MQAs acknowledges that buying decisions are made at the account level by multiple stakeholders. MQLs can still serve a role in lead-level nurturing, but MQAs should be integrated into your metric system as a more accurate and strategic measure of pipeline potential.

Engagement and intent, traditionally considered softer metrics, are critical indicators of buyer behavior. Engagement encompasses meaningful interactions—such as content consumption, return visits, anonymous visits, multi-persona activity within accounts. Intent signals indicate buyer readiness, including third-party intent data, website visits, and self-reported attribution—giving marketing teams a lens into where, how, and when to activate demand.

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