company, its structure, revenues, management model and many others.

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Case Study Digital Hub
The model of organizing a marketing department, and especially the digital marketing department (Digital Hub), described below is only an example which, in the opinion of the author of this paper, fulfills its role well and is effective, although it is not without flaws.

To better understand the presented model, the most important facts about the company will be cited.

An international fintech company offering financial products online, present in thirteen countries (Europe, US, Canada, South America).
Group structure: HQ (functional departments including the HQ Marketing Department) and separate legal entities at country level with all functions.
The largest part of the marketing budget is allocated to the implementation of marketing technologies (in line with the current trend) and digital marketing (products offered exclusively in the online channel).
Central management model with the leading role of HQ departments and, at the same time, high competence of local structures and their responsibility for financial results (ambiguity of competences).
A martech ecosystem built on the basis of integrated estonia whatsapp data best-of-breed tools and dedicated/tailored solutions to the company's needs.
Central IT teams serving selected countries (build and maintain). No local IT teams subordinate to countries. Prioritization takes place quarterly based on reported business cases and priorities set centrally.
Large amount of proprietary data.
Digital Hub Sample Structure
Based on the above, as well as the company's strategic goals, it was decided to separate the digital marketing department called Digital Hub within the HQ Department. The purpose of the discussed unit was to act as an internal marketing agency with broad competences (see Figure 3), for local markets. The team is managed by the Group Digital Marketing Director , reporting directly to the CMO.

The team built in this way has broad competences in the field of digital marketing. It covers all communication channels in which the discussed company is present. This allowed for gradual independence from external agencies, including media houses in the field of RTB, SEM/SEO/Performance agencies. It allowed for building very strong competences within the company. Agencies were not completely eliminated (especially at the local level), but their function and scope of activity were significantly limited, usually to execution tasks. The transformation was not a simple and quick task, and it was made possible by meeting several key conditions.

Highly specialized staff, primarily at the level of area heads and managers. Experienced in working on both the agency and client side. Responsible for preparing the strategy at the Group level and its execution at the local level in cooperation with national marketing departments.
Implementation of marketing technologies including Programmatic, Marketing Automation , Data Warehouse, SEO tools, building a network of cooperation with affiliate partners, analytical tools.
An IT team dedicated to martech technologies, responsible for building the integration of selected tools and the required configurations.
A clearly defined vision of the target martech ecosystem, consistent with the company's strategic goals.
Large digital marketing budget.
Democratization of Marketing
On the occasion of the discussed topic, it is impossible not to mention the concept of democratization of marketing technology described and indicated by Scott Brinker as one of the trends of the Second Golden Age of MarTech . It says that non-technical marketers can now use user-friendly tools to build applications, analyze data, transfer them between different cloud services. They can do it on their own without the need for IT expert intervention. Democratization of MarTech therefore means transferring power from IT to people who do not have technical knowledge - " distributing power from IT to marketing technologists to everyone ".