Wanda Ni Laighin is the Vice President, Global Marketing, SAP LeanIX and SAP Siganvio, a global leader in enterprise architecture and business transformation solutions. 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 an award winner 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?
My passion is fueled by the knowledge that companies need our help more than ever. Having spent my entire career in the technology industry, I’ve seen transformation first-hand. I know how challenging it can be, but also how powerful. I experienced the dot-com bubble of 2000 where one day we can be on a high and then all of a sudden things can change overnight. The pace of change today is unprecedented. Being able to help organizations navigate complexity, adapt with confidence, and achieve sustainable success gives me the chance to have a meaningful impact. That’s what motivates me.
I grew up in Dublin, Ireland, during a time when the technology industry was just taking off. I decided to jump straight in not knowing much of this area, to be honest. I studied Business in Dublin and then went to Galway in the west of Ireland, to complete my Masters in Business, specialising in marketing, where I was delighted to obtain a 1st place, 1st class honours. i After my studies, I remember receiving two offers, one from a pharmaceutical company and the other from a technology one. I decided then to take the technology path that shaped my career. I must say the salary offered was also better which was also a motivator!
I am naturally an ambitious person and a bit of a perfectionist, although I’ve learned to adapt my style to that of striving for excellence as 100% perfection can slow one down.
Naturally, we all encounter obstacles now and then. I’ve had my challenging moments like anyone else where I’ve missed an opportunity but in my experience this has led to another, even better one. How do I keep myself motivated? Clear goals, daily action, and continuous learning. 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 had been 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.
At the end of the day, I’m an optimist and I’m a realist. While I hope for the best, I’m ready for whatever might come. Still, when these challenges inevitably arise, I still believe that progress is always possible and there’s a way through. This proactive growth mindset ultimately guides me.
What do you love the most about your current role?
As Vice President of Global Marketing, SAP LeanIX and SAP Signavio, I enjoy the variety of responsibilities the role has to offer. No two days are alike. One moment I’m shaping our marketing strategy, the next I’m coaching a team member, discussing with customers and partners, speaking at an event, or building a new program from scratch. I’m fortunate enough to do this at the intersection of technology and business, right where innovation happens.
Since you asked what I love about it: 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–both approachable and passionate–are still deeply involved.
Finally, I love working not only cross-functionally but also across borders. Just last year I travelled to Japan, Chicago, 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?
What I studied about marketing at university has completed evolved over the years. I remember when the internet came out and how exciting that was. Digital campaigns didn’t exist.
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, blending, for example, data-driven decision making with bold and innovative storytelling. For example, with our global marketing programs we aim to make them much more customer-focused compared to the past where they were quite solution-driven. This benefit approach, speaking the language of the customer has helped us connect more and partner better with our customers. The future belongs to those who can think both like strategists but also execute with excellence, It’s no longer either/or. You need to be capable of both.
More concretely, 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.
I’ll note, that last one is personal. I’ve had to challenge my own risk-averse nature over the course of my career.
Given the unpredictable nature of the future, success will come down to mindset. In a world where the playbook is being rewritten in real time, the most critical skill will be the ability to learn, unlearn, and lead through uncertainty.
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 delve into 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 prefer train travel, even though this isn’t always possible. I also find it relaxing and conducive to reflection.
I connect sustainability with efforts to create a more just and equitable world. I’m passionate about supporting women in leadership and technology. I co-founded a Women’s Leadership organisation over 20 years ago shortly after returning from maternity leave and currently 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. By fostering diversity and sustainability, we can build a better future for everyone. We are currently 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. One of those roles changed the course of my career.
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 in 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 a medal by the Polish government.
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 easy for me. I’m naturally introverted and used to keep a clear line between my personal and professional life. For years, I believed that was the right thing to do.
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. I learned that sharing personal stories, values, and even vulnerabilities, helped build trust and stronger teams. Stronger 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. That doesn’t mean it’s easy, by any stretch – in fact, it’s a daily balancing act.
So, for me, authentic leadership, is a continuous journey and it’s an area I am working on every day . It’s about showing up with integrity, being direct, and creating an environment where others feel safe to be themselves. People don’t follow titles; they follow people. And being human, in all its complexity, is what makes leadership real.
What is your secret behind striking a work-life balance?
Work-life balance isn’t a fixed formula—it evolves depending on where you are in life. When I was starting out, I had a lot of time to focus on my career. Things changed when I had children. The first five years as a mother were especially challenging. I went back to work after just three months of maternity leave each time—not because I had to, but because work is a core part of who I am.
Making it all work took good childcare, a supportive partner, and very open, honest conversations about sharing responsibilities. I deliberately slowed the pace of my career during that time. While I have mixed feelings about the trade-offs, I don’t regret being present for my children. Now that they’re in college, I have more time. 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. 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. More broadly, I believe the role of the CMO 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 some 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 raise your hand for cross-functional initiatives that stretch you beyond your comfort zone. And don’t underestimate the power of visibility. Build your brand, inside and outside your organisation. 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.