Wanda Ni Laighin is the Vice President, Global Marketing, SAP LeanIX and SAP Signavio, a global leader in enterprise architecture and business process management. With a career rooted in the international technology sector, Wanda has lived and worked in Ireland, the UK, and France. She also held a variety of senior leadership positions in Oracle across marketing, business development, and sales. She is a board member of L-Impact, an organisation committed to supporting women entrepreneurs and inspiring young girls to pursue education and careers in STEM. She is a winner of the Irish Management Institute Guinness Sir Charles Harvey Award and of the 2025 Future B2B CMO 100. Wanda lives near Paris, with her husband and has two children. She loves ballet and wants to learn how to fly.
Recently, in an exclusive interview with CXO Magazine, Wanda shared insights on the role of business development and marketing evolving in the future, the secret mantra behind her success, personal role model, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Wanda. What drives your passion for helping organizations grow and transform, and how do you stay motivated?
I grew up in Dublin, Ireland, during a time when the technology industry was just taking off, and I’ve spent my entire career in that same industry, including experiencing the dot-com bubble in 2000. In other words, I’ve seen real transformation, and I know how challenging it can be—and how powerful.
So, my passion is fueled by the knowledge that companies need our help more than ever, because what’s different now is the pace of change. Being able to help organizations navigate unprecedented complexity, adapt with confidence, and achieve sustainable success gives me the chance to have a meaningful impact, which keeps my motivation high as well.
At the same time, I find a sense of progress in tackling a tough project under pressure or pursuing new skills. I remember a situation in the past where I was asked to lead an international sales enablement for 2000 people in seven locations in a very short timeframe and I was basically told by a person that I would fail. Well, I wasn’t going to let that happen and that motivated me to make it a success. These types of challenges really get me going!
I’ve always found it crucial to maintain structure, with clear goals, daily action, and continuous learning. Fundamentally, I’m an optimist and I’m a realist. While I hope for the best, I’m ready for whatever might come. When these challenges inevitably arise, I still believe that progress is possible, and there’s always a way through. This proactive growth mindset ultimately guides me.
What do you love the most about your current role?
In my role as Vice President of Global Marketing, SAP LeanIX and SAP Signavio, no two days are alike. Shaping marketing strategy, coaching team members, connecting with customers, building a new program from scratch: whatever I’m doing, I love that I’m doing it right at the intersection of technology and business. That’s where innovation happens.
Although we’re part of a relatively large technology company, SAP, the business area I work in was built around two acquisitions–of SAP LeanIX and SAP Signavio–and we’ve managed to keep that startup spirit alive. We enjoy this unique blend of entrepreneurial spirit within a global structure, I believe, because the original founders of these companies are still deeply involved, and both approachable and passionate.
Finally, I love working not only cross-functionally but also across borders. Just last year I travelled to Tokyo, Chicago, and Frankfurt for the first time with our global events and this was a wonderful way to connect with our customers. I have colleagues all around the world. That means, on top of being fast-paced, my role is also international and rich in cultural diversity. And at the center of it all are the people. I’m constantly learning from them and, when I have the opportunity, helping them grow. There’s nothing better.
How do you see the role of business development and marketing evolving in the future, and what skills do you think will be most important?
Business development and marketing are no longer just about campaigns and conversions — they’re about navigating constant change. The pace of change–driven by AI, which is transforming everything–means what worked yesterday won’t work tomorrow. For this reason, adaptability in these roles will become far more important than pedigree or a stellar CV.
Adaptability calls for breaking down traditional barriers – like blending data-driven decision making with bold and innovative storytelling. For example, we aim to make our global marketing programs much more customer-focused compared to our previous solution-driven approach. Speaking in a way our customers understand, and can apply to their work, has helped us connect with them more effectively, and be a better partner.
The skillset that will define the next generation of marketers and business developers is layered. You will need a level of technical fluency, the ability to work with a variety of digital tools and, of course, AI. You will need both critical thinking and persuasive communication skills, too. But you will also need resilience, agility, and the courage to take risks.
The future belongs to those who can think like strategists but also execute with excellence; it’s no longer either/or. You need to be capable of both.
What role do you believe sustainability plays in business success, and how do you incorporate sustainable practices into your work?
I actually completed a course in managing corporate sustainability last year as I wanted to dive deep and find out more about this area. Sustainability can play a crucial role in business success, as it not only addresses environmental concerns but also drives innovation, cost savings, and stakeholder satisfaction.
For example, at SAP, we’ve pledged to achieve net-zero emissions along our value chain by 2030, aligning with a 1.5°C future. To accomplish this, we’re making our events more sustainable by reducing giveaways, we’re digitalizing our electric vehicle fleet, and we’re migrating customers to cloud data centers, helping them hit their net-zero targets.
Personally, I believe everyone can contribute to sustainability through simple practices like minimizing waste, conserving energy, and using public transportation. I still wear clothes I bought over 20 years ago! I also prefer train travel, even though this isn’t always possible; I find it relaxing and conducive to reflection.
I connect sustainability with efforts to create a more just and equitable world, and I’ve always been passionate about supporting women in leadership and technology. Over 20 years ago, shortly after returning from maternity leave, I co-founded a Women’s Leadership organisation; currently, I serve on the board of L-Impact, a French association which empowers women entrepreneurs and encourages girls to pursue STEM education and careers in tech. Right now, we are planning the L-Impact Awards for women entrepreneurs in June this year, so if anyone is interested, please check this out.
You were recently recognized as one of the 2025 Future B2B CMO 100. Our readers would love to know the secret mantra behind your success.
If there’s a mantra behind my journey, it’s this: be bold, be curious, and be consistent. I’ve learned the importance of being patient and staying the course—even though I naturally like to move fast. I’ve also learned to raise my hand for projects outside my comfort zone, even when I wasn’t sure I met all the criteria. That’s how growth happens.
Lean In by Sheryl Sandberg left a lasting impression on me—particularly the reminder to “sit at the table.” It encouraged me to speak up, show up, and apply for roles I initially thought were out of reach.
I haven’t been afraid to move around and take on different roles. I’ve worked in Ireland, the UK and France and across various parts of the business—not just in marketing—and that breadth has been key. When I returned to a dedicated marketing role just over a year ago at SAP, I brought all the cross-functional experience with me to help break down silos and ensure common goals and impact.
I have had great mentors, sponsors, and teams along the way. If I could return the favour and share some advice with your readers, it would be this: develop a point of view, share it, and dare yourself. Remember: if you don’t ask, you don’t get. People respect those who show they want to grow and contribute.
Looking back, which women in your life have had the most influence on your career?
The most influential woman in my life has undoubtedly been my Mum. It actually took me a while to realise it—and even longer to tell her. I remember sitting in the car with her and one of her childhood friends a few years ago, talking about role models, when it suddenly hit me: it was her. I told her then and there.
My mother is Polish, born during World War II, and raised in the UK. At just 16, she became the first leader of her local Polish Girl Scouts company, Pilica, in Ealing, London. We actually celebrated the 65th anniversary of this girl scouts’ company in January this year. My sister and I attended with my Mum. It was a moving and proud moment. She later studied medicine in Dublin and went on to have a remarkable career—not just as a doctor, but as a founder of the Irish Polish Society. She was even decorated with three medals, one of which is the Knight’s Cross of the Order of Merit of the Republic of Poland.
My Mum has always had strong values and the courage to stand by them. Despite all she achieved, she always made time for my sister and me. She brought us up speaking Polish, understanding the history and practicing their traditions. She gave us unconditional support, love, and the belief that we could do anything.
She embodies the perfect balance of leadership and humanity: resilient, ethical, driven, and deeply caring. I try to live up to her example—even if I know I’ll never quite match it.
What does the term “authentic leadership” mean to you?
To me, authentic leadership is about leading with honesty, transparency, and a strong ethical core. Most importantly, though, it’s about being yourself. That may sound simple, but it hasn’t always been so for me.
I’m naturally quite a private person, and for many years I kept a clear line between my personal and professional life—but that changed during COVID-19. In a time of uncertainty and disconnection, I realised that people needed more than direction—they needed connection. I had to show up not just as a leader, but as a person. That meant letting others see who I really was, even if I felt uncomfortable at first.
In the process, I learned that sharing personal stories, values, and even vulnerabilities, helps build trust and stronger teams. Teams built in this way also lead to better outcomes at work, so for me, finding the right mix of requiring high standards and recognising shared humanity is critical. Again, that doesn’t mean it comes easily to me—in fact, it’s a daily balancing act—but it is always worthwhile.
What is your secret behind striking a work-life balance?
It isn’t a fixed formula – work-life balance evolves depending on where you are in life. Like most people, when I was starting out, I spent a lot of my time and energy trying to advance quickly into roles where I thought I could make an impact.
Of course, things changed when I had children. I deliberately adapted the way I worked during that time, simply because I recognized that I couldn’t operate in quite the same way I had been used to. This was an adjustment for me, as it required re-thinking the way I could advance, and redefining what excellence looked like for me at this stage of my life.
Now that my children are much older, my priorities have shifted again, and as a result, if I’m honest, I’ve gone back to my natural state as a workaholic. Nevertheless, I still believe deeply in balance. For me, it’s about managing by objectives, not by hours. That’s what I tell my teams: outcomes matter more than clocking time.
I’ve also learned the importance of indulging my personal passions. Ballet has been mine since I was four—it keeps me grounded, fit, and mentally refreshed. Finding the right balance comes down to knowing your own rhythm. I guess overall, I’m simply saying there’s no one-size-fits-all—only what’s right for you at each stage.
Where do you see yourself in 5 years from now?
That’s a great question—and a challenging one, given how fast the world is changing. What we’re learning and doing today may already be outdated in five years.
Personally, I feel there is so much more to come for me. I have had a linear career with steady growth over the years but I feel I’m really taking off now and I’m excited to accomplish so much more.
That said, I know I’ll still be in the tech industry. It’s where I’ve spent my entire career, and I love its pace, innovation, and impact. The positions I naturally gravitate towards are also those with a broad remit, where I can bring my skills to bear on a whole range of topics.
For example, if I think about the role of CMO in the future, there’s no doubt in my mind that this key position will become even more pivotal within the C-suite, acting as a bridge between business strategy, customer experience, and technology. CMOs will need to be fluent in data, finance, and AI, while staying anchored in cultivating that human connection.
I’m currently taking a corporate finance course at HEC Paris to broaden my perspective and become an even more effective business leader. As long as I’m learning, being challenged, working with brilliant people, and making a real impact—I’ll be exactly where I want to be.
What advice would you give to someone looking to break into a leadership role in business development or marketing?
If I were to sum it up, I would say declare your ambition, find a sponsor and don’t give up.
Start by being intentional. Voice your ambition early—write it into your development goals, raise it in performance reviews, and treat it as a priority, not a side note. Then take action: seek out leadership training, join external networks, and never be afraid to raise your hand for cross-functional initiatives that stretch your skills and knowledge, and help you engage with other parts of the business.
At the same time, don’t underestimate the power of visibility. Build your brand, inside and outside your organisation, and keep going, even when it’s hard.
One of the most powerful steps you can take is finding a sponsor—someone who will champion you when you’re not in the room. If you encounter roadblocks, don’t be discouraged. Navigate around them, ask questions, understand the process, and build relationships with those who influence decisions.
Leadership isn’t about knowing everything—it’s about creating the conditions for others to thrive. I’ve led teams across different functions: marketing, operations, sales, communications, and more. The common thread is being able to influence, inspire, and execute. Show up in meetings. Speak with purpose. Be open to taking on extra responsibility. The path may not be linear—but if you stay consistent, stay bold, and stay true to yourself, you will get there.