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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 574 | 0.00% |
| 2020 | 556 | 0.00% |
| 2019 | 543 | 0.00% |
| 2018 | 495 | 0.00% |
| 2017 | 451 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $102,945 | $49.49 | +3.9% |
| 2024 | $99,093 | $47.64 | +1.9% |
| 2023 | $97,239 | $46.75 | +1.6% |
| 2022 | $95,747 | $46.03 | +0.8% |
| 2021 | $94,987 | $45.67 | +1.9% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 488 | 70% |
| 2 | Massachusetts | 6,859,819 | 2,408 | 35% |
| 3 | Oregon | 4,142,776 | 1,311 | 32% |
| 4 | Vermont | 623,657 | 172 | 28% |
| 5 | Washington | 7,405,743 | 1,971 | 27% |
| 6 | Delaware | 961,939 | 244 | 25% |
| 7 | Illinois | 12,802,023 | 3,042 | 24% |
| 8 | California | 39,536,653 | 9,146 | 23% |
| 9 | Virginia | 8,470,020 | 1,920 | 23% |
| 10 | Minnesota | 5,576,606 | 1,280 | 23% |
| 11 | New Jersey | 9,005,644 | 2,015 | 22% |
| 12 | New York | 19,849,399 | 4,129 | 21% |
| 13 | Colorado | 5,607,154 | 1,151 | 21% |
| 14 | New Hampshire | 1,342,795 | 278 | 21% |
| 15 | North Dakota | 755,393 | 157 | 21% |
| 16 | Connecticut | 3,588,184 | 677 | 19% |
| 17 | North Carolina | 10,273,419 | 1,867 | 18% |
| 18 | Rhode Island | 1,059,639 | 187 | 18% |
| 19 | Georgia | 10,429,379 | 1,796 | 17% |
| 20 | Utah | 3,101,833 | 513 | 17% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Alpharetta | 2 | 3% | $94,626 |
| 2 | Gaithersburg | 2 | 3% | $97,167 |
| 3 | Hartford | 3 | 2% | $104,120 |
| 4 | New Haven | 2 | 2% | $104,013 |
| 5 | Boston | 7 | 1% | $111,274 |
| 6 | Atlanta | 6 | 1% | $94,574 |
| 7 | Minneapolis | 4 | 1% | $91,679 |
| 8 | Des Moines | 2 | 1% | $93,960 |
| 9 | Grand Rapids | 2 | 1% | $102,940 |
| 10 | Chicago | 7 | 0% | $104,985 |
| 11 | Los Angeles | 4 | 0% | $111,228 |
| 12 | New York | 4 | 0% | $99,706 |
| 13 | Detroit | 3 | 0% | $103,286 |
| 14 | San Francisco | 3 | 0% | $123,253 |
| 15 | Washington | 3 | 0% | $102,360 |
| 16 | Baltimore | 2 | 0% | $97,486 |
| 17 | Indianapolis | 2 | 0% | $94,334 |
| 18 | Jacksonville | 2 | 0% | $90,881 |
City University of Seattle
North Dakota State University
Siena College

University of Scranton
Ajay Abraham Ph. D.: Everyone is talking about AI these days, so I will start off by joining the bandwagon, but with some nuance. It's important to know how to use artificial intelligence tools in order to be better or more effective at one's job. This doesn't mean that everyone needs to become an AI expert, but that we should be able to harness the power of AI tools to improve the quality and efficiency of our work. This requires being fluent enough with AI tools to understand, discuss, and make decisions involving AI or about AI output (even if we don't actually use those tools in a hands-on manner). This should be done while also being able to bridge the gap for those who are less fluent (perhaps those in more senior-level roles who are even less hands-on with these tools). That apart, as more of the workforce focuses more of their time on technical and similar skills, "softer" skills such as integrity, professionalism, self-awareness, and team-orientation will become even more important as differentiators.
North Dakota State University
Marketing
Ahmad Asady: The role of a Marketing professional is as rewarding as it is demanding. On one hand, it offers the chance to unleash creativity, see the direct impact of your work, and enjoy a variety of experiences across different projects and industries. On the other hand, it comes with its fair share of challenges, such as the pressure to perform under tight deadlines and budgets, the constant need to stay ahead in a fast-evolving field, and the stress of quantifying the effectiveness of marketing campaigns. Despite these challenges, the role remains appealing for those drawn to a career that demands both strategic thinking and creative innovation, underscored by the powerful tool of persuasion to shape consumer behavior and drive business success.
Siena College
Marketing Department
Allison Lauenstein: Leadership and collaboration will go a long way. The best ideas can come from anywhere, and it's not always about who has the best idea but who can execute the idea the best. Good marketers must understand that if you cannot successfully execute or effectively communicate a great idea, it may not be so great.

University of Scranton
School of Management
Abhijit Roy: These are very important, yet harder to quantify skills, not only for marketing professionals but for business graduates in general. They include the ability to make sound decisions under pressure, having a high emotional intelligence quotient (EQ) as embodied by having empathy towards coworkers and subordinates, delegating appropriately, mentoring, communicating, time management, maintaining positivity despite setbacks and adapting to unforeseen challenges, being flexible, being persuasive and assertive at appropriate moments, yet being collaborative, seeking feedback, and the ability to negotiate and resolve conflicts when needed, amongst others.
Soft skills are typically more instrumental in enabling candidates to fit into an organization's culture and be strong candidates for promotion. Most marketing jobs involve candidates representing their brand initiatives and building strong client relationships, so interpersonal, and other soft skills are often valued more than hard skills. The strongest case for having excellent soft skills is that they are more easily transferable across various jobs and industries.