WTAF Is Happening With The CMO Title & Why It Matters ⚠️

📝 Editor Note 📝 

Hello and welcome back to this week’s Marketing Unfiltered

We have a long-awaited Q&A with leaders from Growth, Marketing, Sales and Customer Officers.

It’s a long detailed read so for the best reading experience, please read online by clicking the button below:

If you ever have any feedback or want to submit your take, please get in touch [email protected] or send me a DM on LinkedIn

Thanks for reading again this week,

Danny Denhard - CMO coach, consultant, company advisor 
(If you wanna see the future of AI - here is my exec breakdown for The Agentic Web)

The CMO Title Debate:

This week, we're exploring insightful perspectives from various C-Suite leaders on the evolution of the CMO role, its perception, and broader leadership advice.

We gathered feedback from a diverse group of professionals, ranging from CMOS/CGOS/CCOs to Business Advisors and Marketing Directors, to get a comprehensive view of current trends and challenges.

The MU Editor Introduction:

The debate surrounding the CMO title is more than just semantics; it reflects a fundamental shift in the evolving role(s) and perception of Marketing within businesses. 

While the proliferation of titles like CGO and CCO can cause confusion, it also signals a growing recognition that Marketing's impact extends beyond traditional brand and communications.
Many conversations emphasise “Performance Marketing” but have Marketing leaders done enough to apply performance to traditional Marketing channels?
In the eyes of their executive peers, it's not yet…

For Marketing leadership to thrive, Marketing professionals and business leaders must actively work to bridge the understanding gap.
Marketing leaders, you will have to start the building process and likely be the project manager until it lands. 

The theme is clear: Marketing leaders must embrace a commercial mindset and articulate their value in terms of business outcomes, while businesses can struggle to recognise Marketing as a strategic function essential for long-term growth and can struggle to give Marketing the necessary influence.
You have to drive the change and have to have a positive business impact to improve the standing within the C-Suite and boards.
Education and peer relationships are more critical than ever. 

Clarity of remit, strategic capability, and strong cross-functional collaboration are paramount, regardless of the title held, it is on you as a leader to own these areas of responsibility and drive the business forward. 

Enjoy the deep dive with our seven leaders, again, this is a long-form conversation and will be best read online (https://marketingunfiltered.co/p/cmorole) 

Spotlight on Key Insights:

• Xavier Vallee (Interim CMO/CGO/CCO): "Marketing is all about driving top line at the lowest cost possible... the evolution of the title is the way CEOs make sure to look for Marketing Leaders that can focus on financials."
  - Connect with Xavier On LinkedIn

• Kathryn E. Strachan (Business Advisor): "In too many businesses, the CMO title is being diluted to the point of irrelevance... It’s about being a strategic leader who can see the whole chessboard... Speak the language of the boardroom." - Connect with Kathryn On LinkedIn

• Amita Fearon (Marketing Director): "It’s not about the title, it’s about perception... you need to understand all areas of the business — it’s your superpower." - Connect with Amita On LinkedIn

• Leilah King-Gotlib (Global Growth Marketing Leader): “Marketing as a subject and profession isn't linear. Unlike many others such as finance, operations and technology which are routed in principles of logic, Marketings foundation is based on the ability to influence human perception, to create and harvest demand for a product/service.”
  - Connect with Leilah on LinkedIn

• Nicola Vidal (CMO): "The role of a modern CMO has evolved massively... But instead of expanding the understanding of what a CMO can deliver, companies are just changing the title... That can dilute the position."
  - Connect with Nicola On LinkedIn

• Neil Campbell (Chief Growth Officer): "The evolution in title reflects the broadening of the expectation of marketing... thinking about the holistic customer experience, lifecycle and value" 
  - Connect with Neil On LinkedIn

• Helen Forsyth (CCO): "It's a shift in needs, and a resistance to change - at odds with each other... Start with your vision and mission. Align job responsibilities to this."
  - Connect with Helen On LinkedIn

The Q&A:

Q: What are your thoughts on the CMO title evolution, do you think it’s hurting Marketing Leadership?

• Xavier Vallee: I don't understand this debate about titles changes hurting marketing leadership. Marketing is all about driving top line at the lowest cost possible, and if the C-Level in charge is good enough to also manage CAPEX, depreciations and net working capitals in order to grow free cash flows. It's just that for too long, CMO have focused on the wrong metrics. The evolution of the title is the way CEOs and designers of board leaderships make sure to look for Marketing Leaders that can focus on financials - short term and long term.

• Kathryn E.Strachan: "Yes. In too many businesses, the CMO title is being diluted to the point of irrelevance. Companies are rebranding marketing leadership roles. Not because the remit has changed, but because they don’t understand or fully value what strategic marketing actually delivers. Even worse, early-stage startups often hand out big titles to junior talent without aligning them to clear remits or measurable expectations. It may feel good in the short term, but it sets those individuals up to fail and undermines their long-term career progression. Far too often, CMOs are sidelined in favour of “growth hackers” or tactical delivery leads, which massively undervalues the importance of brand building—especially in B2B. When you neglect brand building, you lose ground in both share of voice and share of market. And when you undermine marketing leadership, you lose the very people who drive long-term value, differentiation, and commercial strategy. "

• Amita Fearon: It’s not about the title, it’s about perception. However, I’m taken aback when I hear some marketing leaders talk about marketing success not in commercial terms.

• Leilah King-Gotlib: "As a CMO role can vary enormously related to factors such as size and type of the business, changing the title can have impacts on talent sourcing. Due to the unregulated and misconceived nature of the Marketing profession, many in the search & hiring process aren't fully informed on what they need or should be looking for. Changing the title adds another level of complexity. Bottom line- further complicating the process through title shifts, can lead to getting the wrong fit for purpose. Having a baseline definition for each role, with caveats rolled out to HR through the CIPD, Executive Search firms and thought leadership on the subject with business leaders, could be a helpful route to solving this challenge.
  Now assuming the above has been conducted comprehensively, from a leadership perspective, it goes back to the standard approach: establish with the CEO (if that's the reporting line) the definition of the role and ensure all stakeholders are educated on/aware of this for optimal integration. It’s not about your title but what you do and are there to deliver."

• Nicola Vidal: Honestly, yes — I think the title shift reflects confusion more than progress. The role of a modern CMO has evolved massively — it's not just brand and comms anymore. It’s data, growth, product alignment, customer experience, revenue. But instead of expanding the understanding of what a CMO can deliver, companies are just changing the title to something that “sounds” more commercial or strategic — CGO, CCO, CRO. That can dilute the position and make it harder to define clear accountability. It’s not hurting marketing leadership in capability, but it is muddying how that leadership is perceived and valued.

• Neil Campbell: I think that the evolution in title of CMO and marketing people in general to either growth (CGO etc) or customer (CCO etc.) reflects the broadening of the expectation of marketing, from finding customers via advertisting, to thinking about the holistic customer experience, lifecycle and value. I don't think it's hurting marketing per se, but in organisations in which these sort of titles exist, marketing can end up being somewhat restricted to brand, creative, community management.

• Helen Forsyth: I don't think it's anything to do with the title, that's causing the pain. It's coming from what organisations think they need being at odds with what CMOs believe they should deliver.

Prefer listening vs reading? Here is Google Notebook’s take ↓

Q: Is the CMO title change CMOs fault? Or is it a lack of understanding of what a Marketing leaders actually delivers for businesses?

• Xavier Vallee: It's a lack of understanding by Marketing Leaders of what they have to deliver for the business and a failure to educate other C-Levels and SLTs that Brand metrics (for instance) are drivers of increases in discounted cash flows rather.

• Kathryn E.Strachan: "Both parties are responsible. Some CMOs have failed to step up as true business leaders. Often because they were promoted too early or simply aren’t strategists. Being great at tactical delivery doesn't make someone a strategic thinker or a capable leader. When these CMOs focus too much on outputs (campaigns, clicks, content) and not enough on outcomes (revenue, market position, customer lifetime value), they lose credibility. Even worse, many don’t know how to communicate value in a way that resonates with technical or commercial stakeholders like CTOs or COOs. As a result, marketing becomes the “poor cousin”—underfunded, misunderstood, and without a real seat at the table. At the same time, many CEOs fundamentally misunderstand marketing and as such treat it as a lead gen function that should deliver instant results. That mindset ignores the strategic power of marketing to drive growth, shape customer experience, and build lasting brand equity. A truly great CMO is a growth strategist, brand architect, and customer advocate rolled into one. If the organisation doesn’t understand or value that, changing the title won’t solve the problem. "

• Amita Fearon: It’s a combination of a lack of understanding on both sides. Some organisations see marketing as the 'pretty pictures' department, and CMOs need to push to change that perception and fight for a seat at the table. However, it’s difficult to keep pushing on that door! If don't talk about commercial impact, you allowing for these other titles to take ownership.

• Leilah King-Gotlib: "Marketing as a subject and profession isn't linear. Unlike many others such as finance, operations and technology which are routed in principles of logic, Marketings foundation is based on the ability to influence human perception, to create and harvest demand for a product/service. Psychology: the study of the human mind and how people behave. Humans cannot be accurately boxed into groups, and influences in a unanimous way, without a risk of error. Marketing isn't prescriptive by nature.
  There is a fear to admit this in business. A drive to demonstrate linear perfection in cause and effect in Marketing. And therefore a lack of education and clarity across businesses in what Marketing delivers to a business. Which can lead to the belief that a change in title will be the solve for this challenge. When in reality, a commercially savvy and clearly defined/integrated Marketing leader is the solution, especially in a world with more options/competition. Some of the benefits: streamline decision-making, resource allocation and ensure the best brain is on the task. "

• Nicola Vidal: It’s a bit of both. Marketing leaders haven’t always been great at speaking the language of the boardroom — many still talk in terms of campaigns and channels instead of commercial impact. At the same time, a lot of businesses, especially founder-led ones, don’t fully understand what strategic marketing leadership looks like. They see it as a service or support role, not something that drives growth or shapes direction. That mismatch often means the role changes shape or the title gets replaced, even when the actual responsibilities stay the same — which just adds to the confusion. So yes, we as marketing leaders need to be better at showing impact and aligning with business goals — but companies also need to take marketing seriously and give it proper space at the top table.

• Neil Campbell: No, I think it's driven by a desire to frame marketing in terms of its output and not its inputs. Like most changes (e.g. the rise of product management 10 - 15 years ago) it is being championed by start-ups where it is more important for marketing leaders to have an overall impact on the company performance and where in a smaller team, marketing leaders are by necessity more multi-functional.

• Helen Forsyth: It's not anyone's fault. It's a shift in needs, and a resistance to change, at odds with each other. Organisations want results faster and are focusing on performance metrics - which means essentially they are looking at data from what's already happened. CMOs understand you need to look at more than just measurable metrics, you need Brand story and values, and there's a mismatch in expectation which is driving the invention of other, more metric focusing job titles.

Q: Depending if you’re B2B, B2C etc depends on what you "own" and what responsibilities you have, often leading to the change of the CMO title, do you have recommendations to CMOs/CGOs on how to positively influence the business?

• Xavier Vallee: Have strong relationships with CFOs, speak their language and learn how to read the 3 financial statements.

• Kathryn E.Strachan: "To be an effective CMO, you need to understand the business from the inside out and approach it with a truly commercial mindset. This isn’t about just owning marketing. It’s about being a strategic leader who can see the whole chessboard. The best marketing leaders do three things exceptionally well: Speak the language of the boardroom. No one in the C-suite cares about engagement rates. If you want influence, talk about revenue, margin, CAC, market positioning, and customer lifetime value. Be the voice that connects brand to commercial outcomes. Own the customer journey. You’re the only function with a line of sight across the full funnel. If you don’t champion the customer—before, during, and after the sale—no one else will. This is where brand, retention, and loyalty are won or lost. Build real alliances. Influence doesn’t happen in isolation. Work closely with product, sales, finance, and even external partners. Marketing is the connective tissue of the business. If you’re not collaborating across functions, you’re not leading. True marketing leadership is about vision, prioritisation, and influence. Get those right, and the title takes care of itself.

• Amita Fearon: I’ve always tried to speak in commercial terms and highlight the successes my team has delivered, as well as our focus for the next quarter. One thing I’ve found is that you need to understand all areas of the business — it’s your superpower. Understanding how your business operates and recognising your impact helps drive growth. We marketeers touch every part of an organisation. I also try to remember: marketing is the one function everyone thinks they understand — everyone thinks they’re a marketer!

• Leilah King-Gotlib: "Before starting, establish what is the business challenge, to understand if the role and its peer set is equipped to deliver. If the definition and remit of the role and your skillset reply to the need. In this situation, ensure it is clear among all stakeholders who is responsible for what and that the priorities align, to deliver the business objectives. As businesses continuously evolve, it brings emphasis to continous training and also skills assessments within a business to ensure the right talent is present."

• Nicola Vidal: "Yes. First, build relationships across the business — especially with product, sales, and finance. Don’t sit in a marketing silo. Second, get very close to customer data and commercial goals. That’s what earns respect internally. Third, educate. Not in a patronising way, but consistently show how marketing drives business impact — not just awareness, but pipeline, lifetime value, loyalty. You have to translate marketing into language the CFO and CEO care about.

• Neil Campbell: "Firstly, I'd say 'own the data'. I think the rise in CGOs is related to the need for marketing leaders to be much more data-centric and much more aware of the impact they're having. This is partly due to the availability of data and instant measurement of impact that comes with digital marketing, but also with the need to prove marketing effectiveness (regardless of it being digital or not). Every marketing leader these days needs to be a designer of analytics, not just a consumer of data.
  Secondly, 'take a holistic approach', increasingly the impact that marketing leaders are measured on is not the headline numbers of new customer acquistions but the total value added to the organisation and this requires understanding what each customer brings.

• Helen Forsyth: The minute there’s any kind of separation, any ‘them and us’ narrative, is the moment you create division. Or to put it another way, you create gaps. And it’s in those gaps where leads, and their associated costs, go to die. Eventually, someone asks whose fault it is, and the blame game begins.

  Ownership of ‘this’ or ‘that’ gets handed off to other teams to ‘fix’ the problem, but all that really happens is the problem gets shifted around. I’m B2B-biased, but I’ve seen the same pattern in B2C too. Everyone becomes so focused on defending their own metrics to avoid blame that the silos only become more pronounced, and the gaps keep growing.

  CMOs face the greatest challenge in these situations because the pressure to hit or exceed quota typically comes from above, whether that’s the board or private equity. Meanwhile, the CMO might be focused on brand, lofty strategy, or long-term pipeline building. It all becomes increasingly fragmented.

  Yet, at the end of the day, every business needs buckets of sales. So starting with sales strategy and working backward to marketing just makes sense." Essential the customers journey isn't fragmented by who the internal owner is - they are either convinced - or not.

Q: Do you have a set of guidelines that could help companies use the different titles effectively?

• Xavier Vallee: No

• Kathryn E.Strachan: "Yes. Stop chasing trends and start being honest about the role’s purpose. Every leadership hire should start with a clearly defined scope—not just a flashy title. Here’s how I see it: CMO (Chief Marketing Officer): Owns the full marketing engine including brand, customer insight, demand generation, and strategic positioning. A true CMO ensures marketing spend is tied to commercial priorities, channels are optimised, and brand awareness is directly driving market share. This is a strategic leadership role, not a delivery function and they shouldn’t be responsible for low-value execution like copywriting or design. CGO (Chief Growth Officer): Typically owns sales and bottom-of-funnel marketing. They often carry revenue targets and lead a sales team. Marketing can support growth here, but it’s not the core focus. CGOs can be effective but only if they’re truly cross-functional.
  CCO (Chief Customer Officer): Works best in CX-heavy or service-led organisations. This role should own retention, upsell, and customer experience but without a revenue line, it often lacks teeth. CCOs must be measured on account growth and customer success, not just NPS scores. CRO (Chief Revenue Officer): Often a rebranded sales leader. And that’s fine, if you’re honest about it. The danger is when CROs are put in charge of everything commercial, but marginalise marketing and brand in favour of short-term pipeline at the expense of long-term value. As a result, it’s often better for CMOs to sit alongside CROs rather than under. At the end of the day, titles matter less than remit and impact. But they should still signal something—to the board, to the team, and to the market. Get it wrong, and you risk misalignment across your entire go-to-market strategy. " Amita Fearon Take each role, consider what you believe their responsibilities are, then ask the marketing leader — chances are, they’ll think they’re responsible for that too. Also, don’t mistake a lack of skills to do the job as a reason to create a new title just to avoid difficult conversations.

• Leilah King-Gotlib: "Each company needs to assess what they need and how many people they can afford to cover the remit. So this will vary on how much the role holds and what it will be called. For example, you might just have a CGO - who will own what in another org would be CMO+CCO/CRO, or in some I’ve seen CBO+CCO. Harry captured the responsibility list in the grid he published but how they're distrubuted among titles and combination of titles on the c-suite depends on existing/new business, opportunity for restructure, budgets, talent available."

• Nicola Vidal Titles only work if you’re clear on what success looks like. Don’t just rename a role to follow a trend. First, define your business priorities — is the biggest need revenue growth, brand credibility, customer retention, or product adoption? Once you know that, find the right person with the right experience to lead it. In an ideal world, yes — you’d have a CGO, a CCO, and a CMO. But most companies, especially scale-ups or early-stage businesses, can’t afford three senior people doing overlapping roles. So be honest about what you need most right now, and hire for that. A CGO should own cross-functional growth. A CCO should lead customer experience end to end. A CMO should drive brand, demand, and customer insight — all contributing to growth. But don’t confuse titles with capability. The real issue is clarity. Without it, you end up with buzzwords, duplication, and messy reporting lines.

• Neil Campbell: "For me: CMO sets the overall framework of how we address the market, what customer groups do we target, with what products and what are the emotional triggers within those. This is all based on wider market research. CGO then operates in a data driven way within that. Bringing an analytical, experimental and holistic view (i.e. ad, onboarding and ongoing customer experience) that is designed to drive value. CGO has to be careful to not over-step the boundaries that the CMO who is the ultimate brand owner sets (e.g. in use of promotions or discount-led language). "

• Helen Forsyth: Start with your vision and mission. Align job responsibilities to this, consciously and clearly build both job and people specs to meet the need of this + and with your company's culture in mind. 

  Fail to do this, and you'll fail to run an optimised business. This is something you can do as a startup, or 200 year old company that's operating globally. It's never too late, or too complicated to ensure your people, who build the business, are doing so together and as one. Job titles don't define success

Q: Is there ever a world where the CGO or CCO title makes more sense than a CMO title to you? 

• Xavier Vallee: It really depends on how the board is designed and revenue lines are assigned to each Execs.

• Kathryn E.Strachan: "Absolutely. I’ve already repositioned myself in the market accordingly. While I have the depth and experience to lead end-to-end marketing strategy, my background as the founder of a successful marketing agency gave me deep expertise across all business functions. Not just marketing. Righly or wrongly, those other functions are often seen as delivering more tangible value. Over the past year, working as a fractional CMO, I’ve seen a clear pattern—when budgets get tight, marketing is the first to go, while sales, customer success, investment readiness, and operational initiatives continue with the same or increased investment. That tells you everything about how marketing is perceived. With AI automating more of marketing’s day-to-day execution, I believe the traditional CMO role is at risk of becoming even more undervalued, especially if it doesn’t evolve to include broader commercial and strategic influence. So while I can craft a mean marketing strategy, to me, personally, there are absolutely cases where a CGO or CCO title makes more sense. Not just as a label, but as a signal that the role spans multiple functions, carries real accountability, and is valued at the highest level. For me, it’s not about abandoning marketing. It’s about aligning where I can drive the most value and be valued. "

• Amita Fearon: I’m on the fence — some organisations need dramatic growth, and if marketing decisions aren’t resourced correctly, you may need a single owner solely focused on driving that growth. However, a good CMO should be able to deliver it.

• Leilah King-Gotlib: We need to be less obsessed with the branding of the title and better at diagnosing the need to find the best-suited response.

• Nicola Vidal: "Yes — but only when the structure demands it. If growth cuts across marketing, product, and sales, then a CGO might make more sense. Same with CCO — if customer experience spans support, onboarding, lifecycle, then yes, you might want a CCO leading that. But don’t use the title to avoid empowering marketing. The danger is that marketing ends up reporting into commercial or product, and you lose the strategic voice it should have in the room.

• Neil Campbell: For me (but maybe I'm biased by smol) the CGO title makes sense in a Direct to Consumer world where the data availability and ability to analyse customer insight and have direct communication with customers is hight.

• Helen Forsyth: This world is happening now.

Q: What 3 pieces of advice would you give Founders, CEOs and C-Suites (& HR departments) hiring their next CMO/CGO/CCO/CRO?

• Xavier Vallee: Hire me!

• Kathryn E.Strachan: 1. Be brutally clear on the remit. Before you hire anyone, take the time to define the role with a clear, outcome-driven job description. What are they actually responsible for? What will success look like in 6 or 12 months? This avoids hiring a “growth” leader when what you really need is sales and stops you from calling someone a CMO when you're only giving them control of the blog.
  2. Prioritise strategic thinking over tactical hustle. You can hire people to run ads. Tactical execution is easy to outsource. What you can’t outsource is strategic thinking. Someone who understands your market, your customers, and how to position your brand for long-term growth. Most agencies and freelancers won’t have the proximity or context to shape that. You need a leader who can connect brand, audience, and commercial value.
  3. Give them real power or don’t bother. If your marketing leader isn’t part of pricing, product, or growth discussions, you haven’t hired a leader, you’ve hired a service function. Putting them under a CRO, requiring CEO sign-off on every decision, or refusing to give them budget control is a fast-track to failure. You can’t expect strategic impact without strategic influence.

• Amita Fearon: 1. Define the remit clearly and resource it properly.
  2. Ensure marketing has a seat at the table.
  3. Remember marketing is the backbone of your success. We are commercial leaders that drives growth across a number of ways. Title doesn't matter if you get these correct. "

• Leilah King-Gotlib: 1. Define the Business Plan (e.g. 1, 3, 5 years).
  2. Outline the existing senior leadership talent pool. Assess the talent gap in curating and harvesting demand (Marketing). Identifying this before the need arises to allow sufficient time to find the person.
  3. This will help in defining what type of 'Marketing' leadership you need/how to integrate them and define the role/person brief. Work with partners who can help you find that profile (e.g. internal recommendations & external search firms). The pre-work will support in more efficiently and effectively integrating the next Marketing leadership role.

• Nicola Vidal: 1. Be clear what problem you’re solving. Are you after brand credibility? Pipeline? Product-market fit? Don’t hire a unicorn. Hire for the stage you’re in.
  2. Give them a seat at the top table. If they report to the CRO or CFO, don’t expect strategic thinking. You’ll get tactics.
  3. Trust them — and challenge them. If you’ve hired a marketing leader, let them lead. But hold them to outcomes, not just outputs. Marketing needs space and accountability.

• Neil Campbell: In particular for a CGO, look for skills around deep comfort with data, curiosity around truly understanding customer behaviour, business strategy and a viewpoint that sees the entire business (marketing, CX, product, customer service etc.)

• Helen Forsyth: 1. Start with your business need and recruit for that, don't go for a straight replace - or whatever everyone else is doing.
  2. Recruit using a framework that comes from vision, mission and culture. 3. Take a risk, don't look for unicorns - look for people with energy, who portray ambition. Attitude wins over a generalist who can do everything a bit well.

Q: Any final pieces of feedback to help Marketing & Business Leaders?

• Kathryn E.Strachan: Happily read my new book -  Book Link

• Leilah King-Gotlib: Marketing isn't prescriptive as it is the profession that curates and harvests demand from humans by influencing thinking/behaviours. Who don't conform to neat little boxes when it comes to styles of thinking/behaving. At least not as few a boxes as we'd like when it comes to ROI! We diagnose, test, learn, iterate to become more efficient and effective at creating and harvesting demand, within an ever changing environment and ecosystem. There is never a ‘control environment’. Using tools to guide us in doing so. The role of the CMO is no different. How much responsibility that role encompasses, what we choose to call it, depends on the organisation and its incumbent systems. This said, from the emergence of both AI systems within Marketing (e.g. Evidenza) and Talent Management (e.g. Humantelligence), I can already see these systems supporting both facets in understanding the human part of the equation and responding more accurately/effectively to it. "

• Nicola Vidal: Yes — I’d just say: marketing is often treated like a cost centre until suddenly it’s asked to be the growth engine. You can’t have it both ways. Invest early, give it time, and judge it by the same standards you judge product or sales. The best marketing leaders are commercial thinkers — but they need to be given the runway to deliver.

• Helen Forsyth: I'm someone who is not a CMO but regularly works with them over the last 14 years. CMOs do need to be willing to update themselves and meet the market need which has changed exponentially in the past 24 months. Everybody knows this and it's a much discussed situation and yet I still see a lot of highly experienced experts pushing the traditional approach, which, right now, the market isn't buying. It is possible to operate short-term minimum viable brand strategy and revenue generation and collaborate across teams to hit sales quotas and use the data gleaned to build out long term evergreen brand strategy. There are a lot of CMOs in the marketplace, more than there are jobs, and with CRO and CCO jobs on the rise, maybe it's time to consider what your true offering and value is. Most of the brilliant CMOs I know are actually SO much more than a CMO skill set alone

>> If you enjoyed this, you will love hearing Harry & me debating the CMO title and role.