There’s a place in business that no one really talks about. It’s not the boardroom or the creative brainstorming sessions. It’s definitely not the high-stakes executive off-sites. It’s what some are calling “no man’s land”—and for many Chief Marketing Officers (CMOs), it’s a spot they’ve been stuck in for years.
These CMOs aren’t exactly insiders when it comes to setting business strategy, yet they’re held accountable when things don’t go according to plan. They’re in the room, but often not in the conversation. These are the same CMOs whose departments get restructured, whose budgets are constantly questioned, and whose contributions are misunderstood. But here’s the thing: they’ve kept showing up. And now, something is changing.
Recent studies reveal a 24% increase in CEOs rating their CMOs as “best in class” over the past four years. That’s no small shift. It’s a signal. CEO marketing expectations are evolving—and CMOs are starting to meet those expectations in powerful new ways.
How Being on the Fringe Sparked a Rethink
Let’s face it—being stuck in the middle has its benefits. When CMOs weren’t handed the keys to the kingdom, they went out and built their own doors. They started focusing on what really matters: performance metrics, ROI, and aligning their strategies with what the CEO actually cares about—growth, risk management, and long-term brand value.
That distance gave them perspective. And that perspective has transformed into power.
But here’s the rub—CEOs are still rating their overall marketing performance as average or underperforming in many cases. That might sound like bad news, but it’s actually a sign of growth pains. The shift is happening—it’s just taking a little longer to land everywhere.
For anyone watching this shift from the outside—whether you’re a startup founder, a small business owner, or a mid-level marketer—there’s plenty to learn. Because today, CEO marketing isn’t about flashy campaigns or clever slogans. It’s about aligning every creative decision with a clear business outcome.
Finding Your Voice When You’re Not Handed a Mic
Many CMOs stopped waiting for an invitation to the table. Instead, they started bringing valuable insights—customer data, growth trends, and even innovation strategies that impact everything from operations to culture.
And slowly, CEOs started paying attention.
That’s why, despite the challenges, 71% of CEOs now give their CMOs an A or B for performance. What’s driving this bump in confidence? Alignment. CMOs began crafting strategies that reflect company values and operational realities—not just chasing market trends.
It’s this clarity that brands, no matter their size, can take note of. If you’re in a leadership position, here’s the takeaway: Marketing that earns respect is marketing that understands the bigger picture. That’s the heart of modern CEO marketing—not just marketing for awareness but marketing that drives alignment and business growth.
Playing It Safe Won’t Cut It Anymore
One of the things still holding back the CMO evolution? Fear. Not the fear of failure, but the fear of taking a stand. Many marketing teams are still stuck in the endless cycle of pilot projects—testing, re-testing, and soft launching. While this approach may protect them from blame if something doesn’t work, it also stifles real progress.
Let’s put this into perspective: 50% of CEOs say their CMOs are playing it too safe when it comes to innovation. That’s not just a critique; it’s a warning.
A bold marketing strategy doesn’t mean reckless marketing. It means trusting your insights, betting on your customers, and crafting a brand narrative that influences more than just sales. In a strong CEO marketing strategy, calculated risk isn’t just welcomed—it’s expected.
A Roadmap for the Rest of Us
If you’re not a Fortune 500 CMO, you might be wondering, “What does this shift mean for me?” Maybe you run a small team, or you’re a founder wearing all the hats. Either way, the lesson is clear: You don’t need permission to treat marketing as a core business function.
Start by looking upstream. Get clear on your goals. Make sure your marketing is tied not just to brand awareness but to measurable business growth.
Take a page from the CMO playbook: define your north star, align with your leadership team (even if you are the leader), and hold marketing accountable for tangible growth metrics. That’s how you move your brand from the noise to the center of the conversation.
Full Circle: From No Man’s Land to Next-Gen Leadership
What began as frustration—feeling overlooked or sidelined—has now evolved into a movement. CMOs are no longer just reclaiming their seat at the table; they’re redesigning the table altogether. And the ripple effects are already being felt far beyond the big corporations.
So, whether you’re building a startup, running a boutique agency, or scaling a mid-size brand, ask yourself: Is your marketing part of your business strategy, or is it merely adjacent to it?
Because in the world of CEO marketing, proximity isn’t enough. It’s about participation, influence, and ownership. And just like the modern CMO, you don’t need to wait for permission to lead in this way.
FAQ’s
- How do I make marketing actually help my business?
Focus on aligning marketing efforts with real business goals, not just vanity metrics like likes or clicks.
- Why does “playing it safe” hold brands back?
Safe rarely stands out or drives significant growth. To grow fast, you need to be bold and take risks.
- Can small brands use CEO marketing, too?
Absolutely. CEO marketing is about creating a smart, focused strategy—one that works for businesses of any size.