Orchestrating Customer Success with Nitika Das of Dassault Systèmes

Could you share a little more about your role?

“I head marketing for Dassault Systèmes in India. I have been with the organisation for more than three years, and I take care of marketing for all solutions and segments. We are a team of ten people, and our focus is to align with India’s growth story.

We believe in making our customers successful because they are the ones helping to build the India growth story. So we align very closely with India’s growth momentum and believe we can contribute through our customers.

For me, marketing technology is not just software. I look at it as an enabler for India’s next chapter. That is how we approach marketing at Dassault Systèmes.”

How did you get into marketing?

“I have done multiple roles throughout my journey. I started in sales and partner sales, and this was a natural progression for me.

I worked in partner marketing and partner sales roles initially, mostly execution-focused roles. Later, I moved into more strategic leadership positions, managing programmes for go-to-market initiatives.

With all that experience and knowledge of working closely with customers, it made sense to move into a marketing leadership role. I have now been doing this for many years.”

Was there a moment in your career when mentorship made a meaningful difference?

“Yes, absolutely. I was fortunate to be mentored by my own manager. I received the right advice and support during my journey as a marketer.

When the time came to take on a bigger leadership role, I did not believe I was ready. However, my mentor and sponsor believed in me more than I believed in myself. He almost pushed me into the leadership role.

It is important to have mentors and sponsors who understand your potential and push your case. Sometimes we are too focused on the day-to-day and do not believe we can take on the next leadership role. This happens mostly with women.

I remember he said to me, ‘You can keep thinking about it. I am announcing your name today, and you can think about it later.’ That made a real difference.”

Do you think leadership expectations have shifted for women in senior marketing roles?

“I think women in leadership are now more normalised. We still need more women in leadership roles, and I am not saying we are equally represented. However, earlier, there was a more prescriptive view that women should follow a certain leadership style.

Now it is more accepted that you can be yourself and lead in your own way. Authentic leadership works. It applies to both men and women. Having your own authentic leadership style is now more accepted, and that is a positive shift.”

What is your key marketing focus at the moment across B2B events and strategic engagement?

“Our marketing focus has always been to align with customer priorities. Strategically, we focus on growth industries that are driving the country forward and support them in their growth journey. We see ourselves as enablers.

At the same time, we work closely with sales on accelerating revenue. It is no longer just about lead generation or opportunity generation. It is about being a true partner to sales and talking about real value and real revenue.

Another important focus is amplifying customer stories. We showcase business impact and transformation stories. So we concentrate on growth industries, revenue acceleration, and highlighting real customer success.”

What is the biggest challenge marketers face today, particularly in a crowded B2B events landscape?

“There is a lot of attention deficit among customers and prospects because there is so much content everywhere. The time they have to spend on any piece of content is very limited.

In a space where there are so many voices, the challenge is how to make your voice heard and create impact. That is why brand building, rather than just demand generation, makes sense.

When you focus on customer success and long-term brand building, you may be able to cut through the noise. However, it is difficult in this age of constant content, social media, and events.”

On the flip side, what is the biggest opportunity for marketing leaders today?

“With AI, data, and customer insights now available, we have an opportunity to truly understand and listen to our customers.

It gives us the chance to sit at the table with the business and work on a revenue strategy. We can create focused plans for top accounts and growth in the mid-market.

This is a big opportunity to become a real partner to sales and showcase what is meaningful for our customers.”

In one word, how would you describe the role of a marketing director?

“I would say an orchestrator.

A CMO brings together marketing intelligence, revenue acceleration, go-to-market strategy, and partnership with sales. At the same time, they build the brand for the long-term vision.

We play the role of an orchestrator by bringing all these important elements together.”

What advice would you share with young women aspiring to build long-term careers in marketing?

“Remain authentic and be creative. There is always an opportunity when the attitude is to deliver and push yourself to do better than before.

I always tell my team, whether male or female, that we are not working towards KPIs. When we do the right things, KPIs happen automatically. It is the creative work that defines you.

Every year, aim to deliver at least one programme that makes a real business impact. I do not call it a campaign because campaigns are short-lived. A programme has longevity.

Focus on delivering something that creates real value for the business. That will bring enthusiasm and earn respect as a true partner.”

If you could ask fellow marketing leaders one question about leadership, what would it be?

“I would like to know how they are driving real customer value in this congested, content-driven environment.

How are they making their content stand out? It would be good to exchange notes on that within a trusted B2B connection network.”