Juggling the Demands of Parenting and Work, with Anna Bollinger, DDB's Planning Director

Helen Evans • July 27, 2019

RHere at iknowho, we regularly talk to parents looking for a role which will provide the right balance between their home and work lives. We understand the shift in priority and change in demands raising a family can have. In fact, some of our best hires have been working parents – they’re committed, grateful and super organised…and have a level of resilience that often wasn’t there pre-kids (sleep deprivation will do that!).


With this in mind, we chatted to DDB's Planning Partner and mum of 3, Anna Bollinger. Anna told us how she juggles her precious time between home and work. 
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So, firstly Anna, tell us about your little ones?


I’ve been blessed with a house full of rambunctious boys. Along with two male Kelpies and my husband, I have a three-year-old son and identical twin boys aged one-and-half years. It can become quite intense at times!


And a how about your role at DDB? Tell us about what you do there?


At work, they call me Anna the Planna’. I’m a Planning Partner at DDB Sydney leading the McDonald’s Australia business.


I’m sure you have lots to keep you busy! How does a typical day, juggling work and home, look for you? 


This year, my husband and I decided to put equality in action. So, we both work 4-day weeks taking turns to spend a day with the kids to ourselves. During the rest of the week, the kids are in daycare or with grandparents.


I live in the outer suburbs of Sydney and so find my 50-minute train trip both a blessing and a curse. It’s an opportunity to do some deep thinking, wrap up emails or sort life admin, but it means I’m out of the house early and often home late.


To get through a busy week, I typically outsource as much as financially possible so that my energy is invested in the things I care most about – I don’t think I’ve been to a physical grocery store in over three years… it’s all delivered!


A couple of nights a week, we employ a “parents’ helper” (seventeen-year-old living across the street) between the hours of five and seven while I am commuting. Her role is to be an extra set of hands for my husband. Typically, she walks the dogs, helps feed and bathe the kids and gets dinner started for my husband and me. She’s a lifesaver.


What are the biggest challenges you face?


It’s always in hindsight that you appreciate what you had. In the instance of being a working parent, its time. Time is a luxury commodity I’m forced to use wisely.


I’m always learning how to prioritise, focus, find the magic in the madness and let everything else go. Everything that doesn’t matter, doesn’t matter. Like making the bed.


Raising twins, I‘ve quickly realised that I can’t possibly do everything, and I certainly can’t do it all well. If it’s not critical, I let it go; the un-mopped floor will wait, there will always be dirty clothes to wash, the mortgage broker will chase me. The best part of my days are always the moments spent on the floor cast into the role play of being “Spider King” while the other three are “super pups” ... (thanks Paw Patrol). Satisfaction is never found in ticking off my to-do list.


As a working parent, a sharp dose of pragmatism and perspective is critical to let go of the tasks that can be delegated and focus on what really matters. And if you’re not finding the magic in the madness, it all just feels too hard.


Are there any strategies you personally implement to ensure boundaries are not crossed and to create some balance in your busy life?


Here’s something true about parenting: you make it up every day… and consequently, most of your time is spent course correcting.


This mode of course correction is how I approached my return-to-work-hustle. Continual two-way conversation between my line manager, HR, and most critically, my partner. What’s working? What’s not? How can we work together to make things better?


A big ah-ha moment for me was recognising that while I’d been with DDB a couple of years before maternity leave, I felt less like a returning employee and more like a new starter. My relationship with the agency was not the same as when I left. I had changed. The way I worked was not the same, the hours I worked were not the same, and I had to adapt and re-learn a whole new operating method. DDB was there to help.


I experimented with achieving balance within every day – rushing to finish work and try and make it home for bath time. I ultimately found that adopting a full-tilt approach was most fulfilling and meant that I was present for both work and family at the times they needed. Full tilt means I focus heavily on work during workdays, but don’t touch a laptop or work email on the days that I am home. It’s one or the other, not everything all the time.


In what way does DDB support parents in the industry?


Flexibility and value.


Flexibility: The advertising industry is probably one of the most progressive in terms of flexibility and within that DDB has long been a champion of keeping women in the workforce. I don’t believe that any two working parents within the DDB Group have the same schedule.


From return date to negotiated days worked – initially I returned at three days part-time and after a few months adjusted to four days – to fluid hours to manage day-care drop-offs/pick-ups, to work from home days… DDB is always open to a conversation and taking a personalised approach.


Value: It’s my experience and belief that when you become a parent, you develop and hone a range of qualities/skills that adds to you as a human and in turn, an employee. To name a few:


Confidence & problem solving – Giving birth and raising a tiny human means you can do anything. Creative problem solving becomes not only your job, but your way of life.


Maturity and Focus – You approach your work with greater purpose. You only have time for what is most important. You make faster and better decisions because you don’t have the luxury of time to deliberate on the inane. Parenting teaches you efficiency, time-management and multi-tasking on steroids.


Perseverance and Resilience – Raising a child is a daily practice in keeping cool under pressure and remaining a functioning adult under extreme conditions (sleep deprivation, heightened emotion and exhaustion) i.e. the typical pitch scenario!


Insight and Perspective – Your world gets bigger and you understand people better. As a parent, you are constantly meeting people from surprisingly different walks of life and sharing in their experiences, just because your kid smiles at them. All that texture adds insight and perspective to what we do.


DDB’s management recognise and value this shift, and far from being a workplace weakness or something to apologise for, I feel I can make parenthood my power.


Finally, what advice do you have for parents struggling to manage the juggle of the demands from work and home?


As mentioned above – keep course-correcting and find the magic in the making.


With young kids at home, there is so little time left in life to spend on things that satiate me as an individual. So, work has to be that thing that puts a fire in my belly. It has to be worth me spending time away from my kids for… and that’s about both the quality of work and surrounding myself with good humans who care.

iknowho has been working with DDB for over 10 years, placing more than 100 roles to date. To find out more about the agency, take a peek at their InstagramFacebook or LinkedIn page.


You can also check out what our Senior Consultant, Beth Price had to say about preparing for maternity leave, and read more tips about heading back to work afterwards from iknowho's Director, Dene Gambotto.

By Brianna P June 24, 2026
As EOFY approaches and budgets come under the microscope, the conversation in Australian agencies and marketing boardrooms are changing. For many, the challenge is no longer simply digital transformation or AI adoption. The focus has shifted to building marketing teams that can drive commercial growth in a more complex and increasingly AI-enabled market. At iknowho , our conversations with senior marketing talent, CMOs, and business leaders across Australia point to a clear shift in both employer expectations and candidate priorities. The marketers in demand in today’s market are commercially fluent, strategically agile, and able to apply technology in ways that genuinely impact business performance. As specialist recruiters with deep marketing industry experience, we are seeing the organisations attracting the strongest talent take a far more strategic approach to workforce planning heading into FY27. The following data aims to provide a snapshot of the conversations we are having with top talent and hiring managers, highlighting the notable trends we are seeing impacting the marketing recruitment industry. In this article we cover the most in demand roles of 2026, the most successful hybrid working strategy (according to the data), how AI literacy is being benchmarked and measured, what a holistic benefits package should compromise of, and finally the marketing and digital skills we see emerging as must haves. Let’s dive in! The Shift from AI Adoption to Commercial Application The AI conversation has matured quickly. In 2024, businesses were focused on experimentation and adoption. In 2026, the focus is far more practical: how AI provides measurable outcomes in efficiency, decision making, customer engagement, and commercial success. Recent Gartner research found CMOs are now allocating an average of 15.3% of marketing budgets toward AI initiatives, yet only 30% believe their organisations are truly ready to scale those capabilities effectively. Gartner 2026 CMO Spend Survey The gap between investment and operational readiness is becoming one of the defining workforce challenges facing marketing leaders heading into FY27. Increasingly, businesses are looking for marketers who can operate confidently across both digital, brand and commercial conversations. What Top Talent Is Looking for in A Job Offer Salary remains important, however it is no longer the sole differentiator for senior candidates. The strongest talent is increasingly assessing organisations holistically, evaluating leadership quality, flexibility, culture, development opportunities, and long-term business direction. Key themes emerging across the market include: Equity & Long-Term Incentives Given the demand for growth marketing specialists, equity participation continues to play a significant role in attracting senior talent. Wellbeing & Sustainable Performance Mental wellbeing support is increasingly viewed as part of core workplace infrastructure rather than an employee perk. Candidates are paying close attention to leadership style, workload sustainability, and psychologically safe environments. Purpose & ESG Alignment There is also growing interest in organisations where ESG commitments are reflected operationally rather than positioned purely as brand messaging. The businesses attracting the strongest candidates are typically those with clear leadership, strong internal culture, and a compelling long-term growth narrative. The Era of “Purposeful Presence” The hybrid debate has largely settled. The focus has now shifted to how organisations create flexibility while maintaining culture, collaboration, and accountability. Across marketing, communications, and technology functions, hybrid work remains the dominant preference, with most professionals favouring some variation of a flexible working model. The “3/2” structure continues to be one of the most preferred formats. Recent Australian workforce research continues to show that approximately 70–80% of professionals favour hybrid working arrangements, while businesses embracing structured hybrid models are reporting stronger engagement and reduced burnout. At the same time, many organisations are moving away from rigid office mandates and toward more intentional workplace structures including collaboration-focused office days, team planning sessions, and greater autonomy around how work is delivered. At iknowho, we describe this shift as Purposeful Presence: creating environments where teams come together with clear intent, rather than attendance for attendance’s sake. Importantly, candidates are increasingly evaluating not just flexibility itself, but the quality of leadership and communication surrounding it. Businesses that approach hybrid strategy reactively are finding it increasingly difficult to retain high-performing talent. Retention Through Learning & Development Retention is becoming more closely tied to development opportunities, particularly as AI and automation continue reshaping the industry. Marketing professionals are actively looking for employers investing in practical capability building across areas such as: AI and marketing automation CRM and lifecycle strategy Data analytics and storytelling Commercial and financial capability Customer growth and retention Short-form learning and practical micro-credentials are becoming increasingly common as businesses look to upskill teams quickly and effectively. The organisations retaining top performers are typically those treating capability development as a long-term business investment rather than a short-term training initiative. The Roles Seeing the Strongest Demand Hiring demand remains strongest for positions operating across marketing, product, customer experience, and automation. The most active areas include: Product Marketing Manager Marketing Automation Manager CRM & Loyalty Specialist Marketing Analyst These roles reflect the broader shift toward measurable performance, retention, and commercially accountable marketing functions. We are also seeing increasing demand for marketers who can operate cross-functionally and influence beyond traditional marketing silos. The Skills Defining the Next Generation of Marketers While technical capability remains important, the market is increasingly rewarding marketers who combine commercial understanding with strategic thinking and human insight. Importantly, the current challenge for many organisations is no longer AI adoption itself, but the internal capability required to operationalise it effectively. Gartner’s latest CMO Spend Survey found that while becoming an AI leader remains a priority for most marketing leaders, only 30% report mature AI readiness capabilities within their organisations. Gartner 2026 CMO Spend Survey The strongest candidates are demonstrating capability across: AI strategy and implementation Data interpretation and decision making Commercial and financial literacy Customer growth and retention strategy Cross-functional communication and influence Increasingly, the marketers creating the greatest impact are those able to combine technology with commercial thinking, leadership capability, and customer understanding. Marketing Leadership Is Also Shifting Movement across senior marketing leadership roles has remained active throughout 2025 and into 2026, particularly across consumer, retail, financial services, and telecommunications sectors. According to Gartner 2026 CMO Spend Survey Marketing budgets remain effectively flat, rising only slightly to 7.8% of company revenue in 2026 from 7.7% in 2025. As businesses operate under increased budget scrutiny, the remit of the modern CMO continues to expand well beyond traditional brand leadership into customer experience, growth strategy, digital transformation, data, and AI integration. As a result, businesses are increasingly seeking marketing leaders who combine commercial capability with cross-functional influence, operational agility, and strategic leadership. In our experience, the organisations securing the strongest leadership talent are those able to articulate not only role scope, but also business vision, growth trajectory, leadership alignment, and cultural maturity. Conclusion EOFY 2026 presents an opportunity for organisations to reassess not only budgets, but capability, culture, leadership, and long-term workforce strategy. The businesses best positioned for FY27 growth are likely to be those investing in:  Commercial marketing capability Strategic AI integration Leadership and retention Flexible, high-performance cultures Ongoing learning and development At iknowho , we work closely with Australia’s leading marketing professionals and employers to understand the workforce trends shaping the next phase of growth. As specialist recruiters with lived marketing industry experience, we believe the role of recruitment has evolved beyond talent acquisition alone. Increasingly, businesses are seeking industry partners who can provide market insight, workforce strategy, leadership advisory, and access to high-performing talent before it reaches the broader market. The organisations that attract and retain the strongest marketing talent over the next 12 months will not simply be hiring faster they will be planning smarter.
By Brianna P June 24, 2026
If you're hiring marketing talent right now or considering your next career move the market can feel contradictory. On one hand, there are fewer marketing roles being advertised than there were during the hiring frenzy of 2022. On the other, employers continue to tell us they're struggling to find the right people. So, what's really happening? Looking at the latest SEEK and LinkedIn data, alongside what we're seeing every day across Australia's marketing, digital and communications landscape, the answer is surprisingly positive: the market isn't contracting, it's recalibrating. We've moved well beyond the hiring peak of May 2022, when marketing job volumes surged by 28.6%. Compared to those unprecedented levels, today's market can feel quieter. However, the reality is that marketing hiring has settled into a more sustainable and deliberate rhythm. SEEK's latest data shows marketing job advertisements softened by 1.7% month-on-month. While any decline can sound concerning in isolation, context matters. Compared to sectors experiencing much steeper contractions, marketing continues to demonstrate resilience and remains one of the more stable professional hiring markets. Why Hiring Still Feels Hard Perhaps the most interesting insight is that while job volumes have moderated, hiring hasn't necessarily become easier. According to LinkedIn's latest research, 66% of recruitment and talent professionals say it has become harder to secure high-quality talent over the past 12 months. Because organisations are no longer hiring for narrow specialisations. They're looking for marketers who can blend creativity with commercial acumen, understand customer behaviour, leverage data effectively and demonstrate measurable business impact. "The brief has become broader, and the expectations higher" At the same time, the candidate experience has changed. With AI-powered tools helping professionals optimise resumes and applications, many candidates appear increasingly similar on paper. The challenge for hiring managers isn't attracting applications it's identifying the people behind them. AI Is Raising The Bar It's impossible to discuss the future of marketing talent without discussing AI. Recent research from Anthropic found that Market Research Analysts and Marketing Specialists rank among the occupations most exposed to AI, with approximately 64% of tasks showing potential for AI augmentation. Activities such as preparing reports, visualising data and translating findings into written summaries are increasingly being supported by AI tools. "Exposure doesn't equal replacement" What we're seeing is AI automating tasks rather than eliminating roles. The technology is helping marketers work faster and more efficiently, while increasing the value of skills that remain uniquely human—strategic thinking, creativity, stakeholder management and commercial judgement. The marketers who will thrive won't be those competing with AI, but those who know how to use it effectively. The best marketers will use AI as a tool, not a crutch. Where We Continue to See Investment Despite economic pressures, several areas of marketing continue to attract significant investment. Growth Marketing The focus has moved beyond channel execution. Businesses are investing in marketers who can connect acquisition, retention and revenue growth, taking a full-funnel view of customer engagement and business performance. Social Media, Content and Creator Partnerships As audiences increasingly value authenticity and connection, brands are continuing to invest in specialists who understand community building, creator ecosystems and platform-first storytelling. While AI can generate content at scale, businesses are increasingly recognising that genuine audience engagement still requires a human touch. As a result, we continue to see strong demand for marketers who can build communities, shape brand narratives and create content that resonates. CRM and Customer Lifecycle Marketing As privacy regulations evolve and third-party data becomes less reliable, first-party customer relationships have become increasingly valuable. CRM specialists remain among the most sought-after marketers, helping businesses drive retention, loyalty and customer lifetime value. Skills Are Becoming More Important Than Titles One of the strongest themes emerging from LinkedIn's 2026 workforce research is the shift towards skills-first hiring. As AI reshapes tasks across many professions, organisations are placing less emphasis on rigid career pathways and traditional job titles, and greater value on adaptability, learning agility and transferable capability. For marketers, this presents a significant opportunity. The professionals standing out in today's market aren't necessarily those with the most linear careers. They're the ones who can demonstrate impact, commercial thinking and the ability to evolve alongside changing customer expectations and emerging technologies. Looking Ahead  The marketing talent market isn't experiencing a downturn as much as a reset. Hiring is more deliberate. Expectations are higher. The skills that organisations value are evolving. But the fundamentals remain strong. For employers, success will come from looking beyond keywords and resumes to identify the capabilities and behaviours that drive performance. For candidates, it's about clearly articulating outcomes, impact and the unique value they bring. Because while technology continues to change how we hire, great careers and great teams are still built by people. Perhaps that's why the most successful hiring decisions still come down to people. In a market increasingly shaped by technology, understanding the person behind the resume may be more important than ever.
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