You’ve probably heard the phrase “right person, right seat.” But in marketing, companies routinely skip the second half. They hire a talented person, drop them into the wrong seat, and then wonder why the Scorecard numbers flatline, Rocks don’t get done, and every Level 10 meeting sounds like déjà vu.

If you want your EOS marketing function to actually work—to generate demand, support sales, and drive predictable growth—you need to put just as much rigor into the seat as you do into the person.

Quick Refresher: What EOS Marketing Actually Is

Before we dig into accountability, let’s define our jargon:

What is EOS in marketing?

EOS (Entrepreneurial Operating System) is a business management framework that helps teams get aligned around vision, create accountability, and execute consistently. When applied to marketing, EOS forces clarity around goals, roles, targets, priorities, and outcomes.

What does EOS stand for?

Entrepreneurial Operating System®.

What does the EOS model stand for?

Six key components: Vision, Data, Process, Traction, Issues, and People.

What is the EOS marketing strategy?

It’s not a one-size-fits-all plan. It’s the discipline of creating clarity around your ideal customer, your core message, your Proven Process, your 1-year plan, and your Rocks. It’s about turning marketing from a vague wish list into a measurable system.

Great. Now back to accountability.

The Real Problem is Most Companies Don’t Define the Marketing Seat Clearly Enough

Many leadership teams think they have a “marketing role,” but what they actually have is a bucket of disconnected tasks. A few telltale signs:

• The seat includes everything from strategy to graphic design to CRM admin.
• Scorecard numbers are fuzzy (“increase awareness” is not a metric).
• Rocks are tactical instead of strategic.
• The Visionary keeps overriding priorities “because this new idea just came to me in the shower.”
• Everyone wants more leads, but no one can articulate which leads.
  

This is not an EOS issue. This is a seat definition issue. You cannot hold someone accountable for a seat that has no boundaries, no structure, and no strategic clarity.

Right Person, Right Seat: Marketing Edition

EOS teaches us that the right person has the right values (Core Values fit), and the right seat means they GWC it—Gets It. Wants it. Has capacity to do it. 

Most companies stop at “They’re nice and they said they know HubSpot—good enough.” In reality, a high-functioning EOS marketing seat requires ALL of this:

1. Strategic Thinking

The ability to connect market insights, competitive dynamics, and customer behavior into a roadmap rather than just “run campaigns.”

2. Process Discipline

Following the Proven Process. Setting rocks. Updating the Scorecard. Building repeatable systems.

3. Ability to Say No

EOS marketing collapses when the Marketing seat becomes a dumping ground for random tasks from every other department.

4. Clear Role Definition

Is this person responsible for strategy? Execution? Analytics? All three? (If your answer is “all three,” pause and revisit GWC.)

5. Measurable Accountability

Marketing seats must tie to real numbers: pipeline contribution, conversion rates, qualified leads, content performance, and campaign ROI. If you can’t measure it you can’t manage it, and EOS is all about managing it.

Why Accountability Falls Apart in EOS Marketing

Accountability in EOS marketing rarely collapses because someone is lazy or incompetent. It collapses because the structure around them was flawed from the start. Many companies unintentionally design a marketing seat that’s impossible to succeed in—part strategist, part copywriter, part CRM admin, part designer, and part project manager. Then they wonder why Rocks stall and Scorecard numbers wobble. No one can be five people at once.

Sometimes the mismatch starts even earlier: the wrong type of marketer is placed in the wrong type of seat. Companies hire a tactical executor when what they really need is someone to build a strategy. Or they bring in a strategist and expect them to crank out landing pages on demand. That gap isn’t a talent issue. It’s a seat definition issue.

Even when the Accountability Chart looks great in the room during a quarterly, reality often tells a different story. Marketing may report to the Integrator on paper, but day-to-day requests pour in from Sales, Ops, Customer Service, and the Visionary’s shower-thought pipeline. Suddenly the “Marketing Lead” becomes the designated firefighter for other departments’ “emergencies”.

When the Scorecard Doesn’t Match the Seat

Accountability falls apart fastest when metrics don’t reflect what the seat is actually empowered to do. You can’t hold a marketer responsible for pipeline growth when the company has no content engine and a website built in 2011. You can’t expect meaningful Rocks to get done when they’re balancing a dozen competing priorities no one capacity-checked. You certainly can’t blame them for inconsistent results when half their week is spent fielding direction from people who don’t own the seat.

When EOS marketing breaks down, it’s almost never about the person. It’s about the seat—how it’s defined, how it’s protected, and whether the company is truly willing to let EOS do its job.

What Strong EOS Marketing Accountability Looks Like

When you define the marketing seat correctly, a lot of things snap into place:

✔ Clear role scope: One person owns Marketing strategy and accountability, not every execution task.

✔ Defined KPIs they truly control: Traffic quality. Lead quality. Lead conversion. Content velocity. Pipeline influence. (Not “branding,” “flair,” or “vibes.”)

✔ A Proven Process that locks in consistency: Everyone follows the same steps for research, planning, execution, and reporting.

✔ Quarterly Rocks that ladder up to growth: Marketing Rocks aren’t random. They move the business forward.

✔ Real empowerment: EOS marketing only works when accountability equals authority.  If you give someone the Scorecard but not the power to say “no,” you’ve set them up to fail.

If You Want EOS Marketing to Work, Fix the Seat First

EOS was designed to bring focus, accountability, and health to organizations; but it only works when the seats are real. So if your marketing isn’t delivering the way EOS says it should, don’t blame the person. Start by asking:

• Do they truly GWC the actual role we need?
• Is the seat defined clearly enough to hold anyone accountable?
• Are we expecting one person to be both strategist and production engine?
• Are Scorecard numbers aligned to things marketing can actually influence?
• Have we built a Proven Process… or are we winging it?

Get the seat right, and marketing accountability becomes natural. Get the seat wrong, and EOS becomes just another binder gathering dust.

EOS Creates Clarity, But Only If You Let It

The most successful EOS companies we work with do one thing extremely well: they treat marketing like a critical function, not an afterthought. If you want EOS marketing to actually move the needle, invest in the right structure. Define the seat. Set the metrics. Protect the role, and give your marketing leader the authority they need to drive results.

Accountability starts with clarity, and clarity starts with the right seat. If you’re ready to tighten your marketing structure, get the seat right, and build accountability that actually sticks, explore one of our most-used resources:

👉 Download the Fractional CMO Overview: A practical guide to how strategic marketing leadership creates clarity, accountability, and predictable growth inside EOS organizations.

Or, if you’re wondering whether your marketing seat is truly set up for success:

👉 Take the fCMO Readiness Quiz: Get a quick snapshot of whether your current structure supports the results you want—or if you’re asking one role to do too much.

Both assets help EOS-led teams see where gaps exist, how to tighten the seat, and what real marketing accountability should look like.

The post EOS Marketing Accountability: Why the Right Seat Matters So Much appeared first on &Marketing.

One of the most impactful tools we discovered to do just that is the Predictive Index Behavioral Assessment. As part of being in the fCMO community, each member gets access to their own Predictive Index. PI partner David Nast recently joined the Community to lead a discussion on how Predictive Index can inform their own leadership style and team dynamics during client engagements. 

Hiring Mistakes: Costly and Avoidable

If you’ve ever experienced the fallout from a hiring misstep, you already know how costly and disruptive it can be. Not only does it hit your bottom line, but it also saps team morale and stalls your momentum. Historically, many hiring decisions have relied on gut instinct, which is often just another word for guesswork. With the Predictive Index Behavioral Assessment (PI), you no longer have to leave critical hiring decisions to chance. PI provides tangible, actionable insights into a candidate’s natural behaviors, helping you confidently match the right people to the right roles.

The Predictive Index Behavioral Assessment Offers Deeper Insights Than Personality Tests

I often hear the misconception that PI is just another personality test, similar to Myers-Briggs or DISC. But here’s the difference: while personality tests are useful for self-awareness, they don’t predict workplace performance as accurately. PI goes deeper by measuring core behavioral drives:

• Dominance
• Extraversion
• Patience
• Formality

These drives directly impact how someone performs in a specific job and interacts within a team. Understanding these behavioral drivers can drastically improve team cohesion, collaboration, and overall effectiveness.

Understanding Behavioral Drives: The Heart of PI

Here’s a simple breakdown of these drives:

• Dominance reflects how someone naturally influences or controls their environment. 
• Extraversion highlights their need for social interaction and connection. 
• Patience indicates a preference for stability, predictability, and consistent workflows. 
• Formality shows a person’s need for clearly defined rules, roles, and structure. 

These insights go far beyond traditional methods, helping you pinpoint exactly why some team members excel in certain roles and why others might struggle.

Debunking the Adaptability Myth

There’s a common myth I frequently encounter: that anyone can succeed in any role if they simply work hard enough. Sure, people can adapt temporarily, but forcing someone into prolonged unnatural behaviors often leads to burnout, frustration, and ultimately, turnover. PI shines a light on whether a role aligns naturally with a person’s innate strengths. Using this data, you’re setting people up for sustainable success rather than inevitable struggle.

The Power of PI for Fractional CMOs

For fractional CMOs, understanding your team’s behavioral drives isn’t just helpful, it’s essential. Our role requires us to quickly assess and improve team dynamics across diverse businesses. Without clear insights, teams often become misaligned, leading to friction, miscommunication, and declining productivity. But with PI, we gain clarity on team interactions, enabling us to recommend and build teams designed for harmony, effectiveness, and high performance.

Recently, I’ve seen firsthand how fractional CMOs have leveraged PI to transform their client teams. Groups struggling with constant friction or missed opportunities became united and effective simply because their leaders understood behavioral drivers better. Leaders gained deeper self-awareness, enabling them to communicate more effectively, address conflicts constructively, and empower their teams in ways that felt genuinely supportive and motivating.

Making Behavioral Data Human

One of the greatest benefits of PI is how it enhances leadership self-awareness. Leadership isn’t just about giving orders, it’s about understanding yourself and others deeply. With PI, leaders become more conscious of how their behaviors impact team dynamics, enabling more empathetic, effective leadership. This awareness helps build trust, enhances communication, and ultimately fosters a more engaged, committed team.

Get the Right People into the Right Seats with the Predictive Index Behavioral Assessment

If your goal is long-term success and sustained growth, prioritizing your people is key. PI gives you the insights to hire with confidence, build cohesive teams, and lead effectively. Simply put, it helps you unlock your team’s full potential and positions your business to thrive, no matter what challenges lie ahead.

Looking for more insights to turn into action? &Marketing’s fCMO Community offers a wealth of knowledge from other experts like me! Join our weekly learning sessions, attend networking events, and get project opportunities tailored to your expertise.

The post Enhancing Team Potential with the Predictive Index Behavioral Assessment appeared first on &Marketing.

Today’s companies recognize the importance of customer feedback but often struggle to capture (and use) customer insights to guide business decisions. They throw out a few surveys, maybe stalk a couple of online reviews, and call it a day. That’s a problem, considering that by 2032, the big data analytics market will surpass $840 billion. If you’re not leveraging customer insights to steer your business decisions, you’re not just behind—you’re irrelevant.

One strategy for collecting data? Customer advisory boards (CABs), sometimes also called Customer advisory councils. These groups give companies valuable insights about current and potential customers’ desires, requirements, and perspectives. They offer a more structured format for customers to share their feedback honestly and openly via formal and informal interactions.

The best part? CABs don’t follow a one-size-fits-all formula. Formats, styles, durations, and even meeting locations are flexible and can be tailored to match your company’s goals and resources. So, keep reading if you want to learn how to build a CAB that doesn’t just collect feedback, but actually uses it to make smarter business decisions.

The Magic of CABs

A well-executed CAB is like having a crystal ball for your business. It shows you exactly what your customers need—even before they know they need it. It’s not just about gathering feedback; it’s about getting the kind of insights that make you rethink your entire strategy.

CABs are the secret weapon B2B companies use to:

• Build brand loyalty that actually lasts
• Validate product ideas before wasting money on flops
• Extract market insights
• Fine-tune marketing strategies that speak your customers’ language

A great CAB isn’t just a room full of ‘yes’ men. It’s a dynamic mix of executives, tech experts, marketers, and—most importantly—your customers. Together, they:

• Collaborate on product development that hits the mark
• Troubleshoot technical or product issues before they become PR nightmares
• Give you the cold, hard truth about how they actually use your products (and what frustrates them)
• Reveal the professional services they need that you’re not offering—yet
• Debate industry trends, dissect challenges, and brainstorm solutions that could redefine the game

Ready to build a CAB that gives you more than just polite nods and canned answers? Keep reading. We’re just getting started.

Why Companies Need CABs

Most companies say they listen to their customers. But let’s be honest, most don’t listen well enough to act on it. They nod, smile, and then carry on with business as usual. That’s a surefire way to get blindsided by a competitor who actually pays attention. Customer Advisory Boards (CABs) are about harnessing the unfiltered truth and using it to dominate your market.

When you bring together a diverse group of customers, partners, and stakeholders on a CAB, you get something that’s hard to buy—perspective. These aren’t just people who like your product—they’re the ones who’ve found its flaws, hacked their own workarounds, and figured out how to make it work for them. Listen to them because they hold the key to your strategic direction. Want to know why customers picked you over the competition? Curious about what they secretly hate about your product but don’t tell your sales team? Your CAB knows, and they’re ready to spill.

Innovate with your customers

Once you create and launch a new product or service, it’s tempting to wipe your hands, congratulate yourself on a job well done, and feel steadfast in your belief that yours is the best, most amazing product out there. But even when you blow the competition out of the water, inviting a dialog with your customers and requesting actionable feedback identifies opportunities to improve in the future. 

The best CABs are breeding grounds for “Why didn’t we think of that?” moments. Maybe a customer at a roundtable meeting casually mentions a productivity hack that involves using your platform in a way your dev team never intended. That’s not just a neat trick, it’s an opportunity to innovate. Maybe it’s a signal that one of your features isn’t as intuitive as you thought. Or maybe it sparks an idea for a brand new feature that solves a problem your customers didn’t even know they had.

If you’re not innovating with your customers, you’re just guessing. And in today’s hyper-competitive landscape, guessing is a death sentence. CABs challenge you to look at your product through fresh eyes, revealing gaps and sparking ideas that can lead to your next big breakthrough.

Foster open communication (aka radical transparency)

Transparency is a competitive advantage. When your execs sit down with customers, they’re doing more than shaking hands and nodding at feedback. They’re building trust. They’re showing customers that they’re not just interested in selling more stuff—they actually care about making their lives easier.

Let your customers see behind the curtain. Let them ask the tough questions about why certain decisions were made. Not only will you build trust but you’ll also gain powerful advocates who feel invested in your brand’s success. People defend what they help create. When you invite customers into your decision-making process, you transform them from buyers into believers.

Uncover industry trends (before your competitors do)

Ever wonder how industry giants always seem to be one step ahead? They’re paying attention to the right voices. When you bring together people from diverse industries, you start to see patterns that others miss. Different fields, similar challenges. And in that overlap is where innovation lives.

Your customers are doing more than using your products—they’re dealing with industry changes, new technologies, and shifting priorities. When they talk, they’re giving you the playbook for the future.

Create customer communities (that do your marketing for you)

Word of mouth is still king. When you build a thriving CAB, you create a community of brand evangelists who are going to talk—to their peers, to their colleagues, and on social media.

CAB members are networking, brainstorming, and solving each other’s problems. They’re building connections that last long after the meeting ends. And when they see your company as the common link that brought them together, you become more than just a vendor.

Deliver exceptional customer experiences (and get paid for it)

CAB members spend 9% more than non-CAB members. Why? Because they feel heard. They see their feedback shaping your products and influencing your strategy. They’re insiders. When you use the actionable data from your CABs, you’re creating a customer experience that your competitors can’t touch. And that’s good for both your loyalty and  your bottom line.

How to Create a Successful CAB

Let’s get one thing straight: Slapping together a few Zoom calls with your best customers doesn’t make a CAB. If you want a Customer Advisory Board that actually drives growth and innovation, you need a strategic approach. Here’s how to do it right.

1. Define your goals: If you don’t know what you want from your CAB, you’re wasting everyone’s time, including your own. Are you looking to improve user experience? Validate product concepts? Gain industry insights? Or maybe you want to build a community that evangelizes your brand. Whatever it is, get crystal clear on your goals before you send out a single invite. 
2. Create bylaws or draft an agreement: CABs need structure. Without clear operating rules, you’ll end up with chaos, and nobody has time for that. Draft bylaws that define:

• Membership Eligibility: Who gets in and who doesn’t. Not all customers are created equal.
• Selection Process: Are you handpicking members, or are they applying? Make it clear.
• Term Length: No one’s sticking around forever, and that’s a good thing. Fresh perspectives keep it dynamic.
• Activities & Meeting Frequency: Monthly? Quarterly? Biannually? Decide upfront, so there’s no confusion.
• Compensation: Are you paying them in cash, swag, or early access to products? Decide before you recruit.

3. Create your dream team and get them in the room: Your CAB is only as good as the people in it. You want customers who not only use your product but are invested enough to care about its future. Look for:

• Power Users: They’ll give you the good, the bad, and the ugly. You need all three.
• Decision-Makers: CTOs, CIOs, and VPs bring strategic insights you won’t get from end users.
• Diverse Perspectives: Don’t stack the board with carbon copies of the same customer. Mix up geography, industry, and company size. The more diverse the group, the more well-rounded the insights.
• Pro tip: Personalize the invites and send them from someone high up like a C-suite executive. Make it clear that they’re being handpicked because their insights matter. Aim for 10 to 20 members—enough to get a variety of viewpoints but not so many that it becomes a circus.

4. Develop your agenda. You wouldn’t walk into a board meeting without an agenda, so why would you do it with your CAB? A well-structured agenda keeps the conversation focused and ensures you actually cover the topics that matter. For the first meeting, consider this format:

• Introductions: Break the ice without wasting time.
• Strategic Plans & Goals: Let members share their company’s vision and how they see your product fitting in.
• Challenges Your Product Solves: Get them to talk about real-world problems you’re helping them solve—this is gold for your marketing team.
• Competitive Landscape: Let them spill the tea on how they view your competition.
• Product Roadmap & Challenges: Show them where you’re headed and get their unfiltered opinions.
• Open Floor for Feedback: This is where you get the hard truths if you’ve built enough trust.
• Pro Tip: Don’t wing it. If you’re going to ask for their time, respect it by having a structured plan. And be prepared to listen more than you talk. A great CAB is about getting challenged, called out, and inspired. It’s about hearing the hard truths that spark innovation and growth. And if you’re ready to do it right, &Marketing is here to help. We’ll help you figure out the right format, the right people, and the right questions to ask. We’ll even help you create agendas that don’t put people to sleep. So if you’re serious about building a CAB that drives real business impact, let’s talk.

The post What is an advisory board? And do you need one? appeared first on &Marketing.

The Two Biggest Hiring Mistakes We See (Over and Over Again)

When businesses try to scale their marketing, they tend to fall into one of two traps:

• Hiring too fast—someone shows up with a shiny resume, and boom, they’re in. No due diligence, no proper vetting. And then? Disappointment.
• Waiting too long—the business keeps pushing off hiring until they’re drowning in missed opportunities and playing a frantic game of catch-up.

Without a structured hiring approach, you’ll either get someone who looks great on paper but flops in practice, or you’ll stall so long that your competition eats your lunch. The right marketing partner should integrate smoothly into your team, bring specialized skills, and adapt as your needs evolve—no drama, no false promises.

Beyond the Portfolio: The Questions You Should Really Be Asking

A slick portfolio means nothing if the team behind it can’t actually execute. The marketing world is full of agencies and freelancers who can create a killer sizzle reel but crumble under real-world pressure. Instead of getting dazzled by past work, dig deeper with questions that actually matter:

• Strategy Fit: How do you approach budget allocation for paid media? What steps do you take to adjust when results aren’t meeting expectations?
• Execution & Problem-Solving: Can you walk us through a past campaign that didn’t go as planned and how you pivoted?
• Cultural & Communication Fit: How do you handle feedback and shifting priorities? What is your preferred method of collaboration with internal teams?
• Accountability: How do you track performance and report on progress? What KPIs do you prioritize, and how do you demonstrate impact?

At &Marketing, we help businesses ask the right questions before they commit. Because marketing success is about making sure all that work and time spent actually move the needle.

Why Cultural Fit Matters Just as Much as Skill

A technically skilled marketer who doesn’t align with your company’s values or workflow can be just as damaging as an underqualified one. Beyond technical competency, the right partner should fit seamlessly into your team’s culture, communication style, and expectations.

Red flags to watch for include:

• Vague or pushy communication (aka, lots of buzzwords, no real answers).
• Grandiose claims without proof (“We’ll 10x your ROI!”—okay, sure).
• Lack of transparency (“Just trust us!” No, thanks.).
• Defensive when challenged (good marketers adjust, not argue).

Finding a partner who aligns with your company’s values is essential. The best marketing relationships are built on trust, collaboration, and a shared commitment to achieving measurable success. We know that the best partnerships are built on trust, collaboration, and shared goals. We’ve seen what happens when companies ignore cultural fit. Spoiler alert: it’s not pretty.

How to Actually Vet Marketing Partners

If your hiring strategy is “this feels right,” it’s time to tighten up the process. A structured, repeatable approach ensures you don’t waste time or money. Here’s what works:

Step 1: Initial Conversations (aka The Vibe Check) – Do they communicate well? Are they actually listening, or just waiting to talk? This step is about spotting potential headaches before they happen.

Step 2: Technical Assessments – Give them a real-world scenario and see how they handle it. Can they back up their claims with data, or do they just sound impressive?

Step 3: Reference Checks – Talk to their past clients. Were they reliable? Did they hit deadlines? Or did they vanish when things got complicated?

Step 4: Pilot Engagements – Test the waters with a small project before committing. Think of it as dating before marriage.

If this all sounds like a hassle, that’s because it is. But the alternative—hiring the wrong team and watching your marketing budget go up in flames—is much worse. That’s why &Marketing helps businesses streamline this process. We know that hiring the right marketers is both an art and a science, and we make sure you get it right.

Build a Reliable, Long-Term Marketing Dream Team

Great marketing doesn’t happen by accident. It happens when you bring together the right people, at the right time, with the right skills. Instead of scrambling to hire when you’re already overwhelmed, build a reliable network of experts you can count on.

At &Marketing, we help businesses do exactly that. Whether you need full marketing strategy, execution support, or just someone to help you vet potential hires, we make sure you get the right expertise at the right time. Contact us today to discuss your needs.

Think you might need a fractional CMO? Take our quiz to find out.

The post How to Vet & Build the Right High-Performing Network of Marketing Talent appeared first on &Marketing.

As a business owner or a senior leader in a growing company, asking for help can be tricky. You may feel an expectation and pressure to have all the answers. Perhaps you launched your own business and are out to prove that your vision is viable. You want to show that you’re capable of making it a success.

What we’ve learned, though, is that vulnerability – even for the most esteemed professionals – is a part of life. It’s okay not to know everything, and it’s okay to ask questions (we wrote about this in our ABCs of What We’ve Learned So Far at &Marketing blog series under the letter “V”). If we don’t seek business advice from others, we are limited to our own thoughts and perspectives, which hinders innovation. Without a trusted source of counsel, there is no growth.

One common challenge that many of our clients, partners, and friends in senior leadership positions struggle with is where they can find sound business advice. The good news is that if you’re actively seeking advice, you’re doing the right thing. The success we’ve seen at our company would not have been possible without the input from several trusted people. The question is, where should you go for advice? Which advice should you take seriously, and which should you ignore? We’ve gathered a few suggestions to help you be more thoughtful about where you source insight.

Free Advice Is (Sometimes) Worth the Price

Sometimes, the above quote is true, sometimes not. Informally, we all get advice from those around us – our family, employees, customers, and people we meet in less formal professional and personal settings. How many of us have received unsolicited advice on our business in a social setting that was completely off the mark? This is the type of advice you may want to ignore.

Here are some questions to ask yourself:

• Do they speak from experience? Do they know my industry or challenge?
• Do they have a complete understanding of my business?
• Does their advice align with our company’s vision?
• Do their suggestions reflect current trends and ways of working? 
• Are they biased in any way?
• Do they have an agenda? Is there something in it for them?

The “Rule of Five” has been around for a while, but I heard it most recently from podcaster Lewis Howes. I love his words: “You are the mathematical average of the five people with whom you spend the most time. So, choose carefully.”

We control which people we receive input from and who we allow into our mind-space. If someone gives you bad advice, why continue to listen to them, let alone allow them in your inner circle? Sometimes, we all need to step back and assess the people we share our time with. Your “five” should share your values and vision. 

Don’t take this the wrong way though, you shouldn’t just ignore your critics. Facing a harsh reality or learning to think about things from a new lens is how we progress – so allowing a counter-perspective can be extremely valuable. But ensure your confidants have your best interests in mind and that they speak from a place of experience valuable to your situation.

Finding Better Business Advice: Building a Business Advisory Board

In helping clients with strategic guidance over the years, answering the following questions is a great first step:

• What is your organization’s vision?
• What are your goals for the year?
• What challenges do you currently face or might face in the future?

Then, by mapping out who might have the right insight for you, you can begin to build your own business advisory board:

• Former colleagues, mentors, or managers: They tend to know you very well, including both strengths and weaknesses.
• Subject matter experts: They may know your industry, a particular function, or important trends very well. They can help you ‘see around corners’ or identify blind spots in your thinking.
• Other business owners (or people in similar roles at other companies): They can likely relate to the day-to-day struggle of your role and the unique associated pressures.  I regularly speak to direct competitors about the challenges of managing and growing a team, working with demanding clients, and maintaining sanity.
• Suppliers and vendors: Quite often, those who rely on you for their livelihoods have a wealth of knowledge.
• Customers: By creating a mechanism to engage your customers as peers, you can learn quite a bit about how to serve them better. One way to ensure these customer interactions are outside the daily transactional nature of your relationship is by creating a customer advisory council. We have written extensively about how to go about launching a customer advisory council.
• Team members: Don’t limit yourself by only looking externally. The big brains already at your fingertips may cherish the opportunity to think bigger about your business.

What Is a Business Advisory Board?

A business advisory board is a group of external advisors who provide expertise, strategic guidance, and insights to a company’s leadership team. Unlike a formal board of directors, an advisory board does not have governance authority or fiduciary responsibilities. Instead, its role is consultative, offering diverse perspectives and specialized business advice to help you achieve your goals. 

What Is the Advisory Board Responsible For?

The board typically provides recommendations, but decision-making power remains with the company’s leadership. Members do not have the legal obligations of a board of directors, making the relationship less rigid and more collaborative. Members are often selected for their knowledge in specific areas such as marketing, finance, technology, or industry trends, and the board’s composition, size, and meeting frequency can be tailored to the company’s needs.

What Are the Benefits of Getting Business Advice from an Advisory Board?

Advisors can help refine business strategies and identify growth opportunities thanks to members’ expertise in the company’s industry or adjacent markets. They may also connect the company with key contacts, such as investors, clients, or suppliers. Experienced advisors can enhance the company’s reputation and attract investors or partners, with the board serving as a sounding board for addressing specific challenges or opportunities. Early-stage companies often use advisory boards to gain industry insights, mentorship, and credibility with investors.

Case Study: Building a Business Advisory Board

Based in Indianapolis, Quest Safety is a well-established industrial distribution company in the safety and PPE industry. Sam Yadav, founder and CEO, sought to position the company as an industry leader in life sciences to grow sales within the highly competitive segment. Sam believed developing an advisory board was a key next step, but finding the time required to assemble an advisory board he could trust was challenging, alongside the day-to-day demands of the business. So he enlisted help from &Marketing using our Advisory Board Framework outlined below.

To develop and launch Quest Safety’s advisory board &Marketing’s framework consists of three phases outlined below. The following key questions are essential for developing an effective advisory board: 

• Vision & Objectives: What is the vision of my advisory board?  What are the specific objectives? How should I measure success in business terms (strategic guidance, industry expertise, functional expertise, etc.)? 
• Advisory Board Makeup: Who should be on my advisory board? How many people? What roles should each person take? How should I engage/invite them? How should I compensate them? 
• Rigor and Logistics: How often should the advisory board meet? In-person or virtually? How should each session be arranged? What happens if I need to access them ad hoc or for a longer-term project? 

Phase One

&Marketing interviewed each member of Quest’s management team to understand:

• Their success vision for Quest Safety 
• Goals from an advisory board 
• Gaps that they believe could be filled 
• Key questions or concerns

We then held ongoing bi-weekly meetings to determine the following:

• Advisory board objectives.
• A framework for the Quest Safety Advisory Board (how many people, which roles, how often to meet, etc.)
• Compensation for advisory board members (discuss options, industry best practices, and norms.) 
• Timeline and actions for the first advisory board (initial discussions, references or introductions needed, etc.) 
• Actions & next steps from each meeting: Who will contact whom? Which introductions do we need? Which gaps need filling? 

Phase Two 

Phase Two involved confirming that the advisory board was filled and committed, establishing an agenda with Quest and all advisory board members, assisting with logistics and assigning pre-work as needed. &Marketing also helped Quest conduct an initial advisory board meeting and documented all exercises, discussions, and next steps.

Phase Three

The last phase is the ongoing facilitation of quarterly board meetings, including coordinating, planning, and preparing presentations and pre-reads, plus tracking progress on action items in between meetings. 

The quarterly meetings are not just discussions — they are a catalyst for action and growth. In our work facilitating sessions, we ensure that the insights and strategies developed are transformed into actionable roadmaps. Action items are assigned to the appropriate individuals or working groups, including both internal team members and advisory board members. Our team collaborates closely with the internal staff to prepare for board presentations, define strategic plans, and execute the tactics outlined in the roadmap. Progress is tracked rigorously to ensure accountability and measurable outcomes. This approach makes the advisory board more than a quarterly meeting. It becomes a dynamic, actionable investment that drives the company’s strategic goals and continuously refines the path to achieving them.

Quest’s Advisory Board sessions are designed to address the most pressing issues Sam is facing. These sessions are held virtually or in person for at least half a day and serve as a forum to review the company’s financial performance, discuss key business decisions, and assess opportunities or risks within the context of current industry trends and market conditions.

What sets Quest’s advisory board apart is a mix of its members’ expertise and coordination on action items to bridge work between meetings. Made up of retired C-level executives with firsthand experience as decision-makers in relevant industries, the board draws on their extensive knowledge to challenge assumptions and provide actionable insights to help Quest refine growth strategies. &Marketing facilitators ensure the board’s recommendations are practical, grounded, and aligned with Quest’s goals. Their advice helps empower the executive team to make decisions confidently and frees up Sam to focus his time where it matters most: building key relationships critical to growing the business. 

Since its inception in 2018, the advisory board has helped Quest grow annual sales from $12M to $36M. The company is forecasted to continue the trajectory, on track to meet Sam’s goal to achieve $50M in annual sales by 2027.

We Can Help You Build Your Own Business Advisory Board

In our tech-driven world, markets and customers are constantly changing. To keep up, you must think outside your regular networks of suppliers, vendors, employees, and friends. You may not get the winning answer or solution you’re looking for right away, but an outside perspective will get your brain thinking in ways it wasn’t before and could eventually help you develop that next big idea. If you’re interested in getting our help with building your own advisory board, we’d love to learn more about your business and how we can work together to help it grow. Contact us for a free consultation!

The post How to Get Trustworthy Business Advice for Your Growing Organization appeared first on &Marketing.

Marketing has many different organizational levels. It requires a multi-level hierarchy because it encompasses such a wide range of complex activities. From strategic planning and market research to tactical execution like content creation and social media management, specialized roles and expertise at each level help effectively manage each stage of the marketing process, catering to different customer touchpoints along the marketing funnel.

Can one person wear all the marketing hats? In a start-up or small company, perhaps. But executing all marketing elements well requires a diverse skill set. Is it possible that one person has all those skills? Sure. But expecting one person to cover all marketing bases leaves room for errors, a slapdash approach, and missed opportunities. Hence, the marketing hierarchy and the challenge of identifying which marketing leaders your company needs.

The Hierarchy of Marketing

Plenty of reasons exist to justify embracing a marketing hierarchy. Different levels within your company’s marketing department can focus on specific areas like:

• Brand strategy
• Customer relationship management
• Digital marketing
• Product marketing
• Market analysis

Each area requires distinct skills, expertise, and experience. A hierarchy facilitates clear lines of responsibility, with senior marketers making high-level strategic decisions while lower-level teams execute specific tactics. As companies grow, marketing departments can expand with additional levels to manage increasing marketing needs and reach new customer segments.

The typical levels of a marketing hierarchy start with the chief marketing officer (CMO) at the executive level, marketing directors positioned just below, followed by marketing managers at the mid-level, and marketing coordinators, content creators, and social media managers executing specific marketing tasks at the specialist level.

Let’s look at the top three roles in a little more detail.

CMOs: The Executives Leading the Marketing Department

On par with the CEO and CFO, these C-suite leaders develop and execute a company’s comprehensive marketing strategy. They collaborate closely with the executive leadership team to align marketing initiatives with the company’s objectives. CMOs:

• Generate revenue. In some cases, CMOs may be directly involved in sales efforts, overseeing strategies to attract and convert potential customers and driving the sales pipeline, especially in B2B settings. CMOs may also influence pricing decisions to optimize revenue and profit margins.
• Boost brand awareness. CMOs drive brand building and positioning, developing and executing strategies to enhance brand recognition, reputation, and perception, and defining the unique selling proposition and target audience. 
• Manage marketing teams. These leaders hire, train, and develop other talented marketing professionals, set goals, offer feedback, and recognize achievements. They also champion positive, collaborative work environments.
• Launch marketing campaigns. CMOs will work with their teams to develop comprehensive marketing plans, including goals, messaging, and target audience. They oversee the campaigns across digital, print, and social media and allocate budgets to maximize ROI.
• Measure performance. Along with the marketing directors and managers, CMOs track key performance indicators (KPI), conduct A/B testing, and use data analytics tools to gain insight and evaluate campaign performance.  

CMOs may work closely with other key stakeholders, such as advertising agencies, PR firms, and other external vendors. Working with external vendors helps CMOs allocate resources and focus on core competencies. These agencies can provide the resources and expertise to handle large-scale marketing campaigns or projects with tight deadlines, allowing companies to scale their marketing efforts as needed.

In some cases, outsourcing marketing functions to external vendors is more cost-effective than building an in-house team—a definite benefit for smaller companies or those with limited budgets. Plus, working with external agencies can infuse the marketing team with fresh ideas and perspectives about industry trends, emerging technologies, and innovative approaches.

Marketing Directors: The Tacticians of the Marketing Department

Marketing directors (sometimes called directors of marketing) report directly to—and work closely with—the CMO to create and implement marketing strategies, but their primary focus? The tactical execution of those strategies. They may manage specific areas within the marketing department, like advertising, content creation, and social media. Marketing directors also:

• Maximize ROI. By creating and controlling the marketing department’s sales, design, content, and other budgets, marketing directors can monitor expenses, prioritize high-impact initiatives, and generate the best return.
• Oversee teams. Marketing directors guide, train, and mentor team members while monitoring timelines, deadlines, and quality standards to ensure all marketing deliverables exceed expectations.
• Ideate and manage marketing projects. In developing and implementing marketing strategies designed to support department objectives and strategies, marketing directors align projects and campaigns with organizational goals. These marketing pros manage brand campaigns, content marketing initiatives, and product launches.

Like CMOs, these brand ambassadors represent the company at industry events and build relationships with various stakeholders. While they’re a valuable component of a company’s marketing team, sometimes it’s not cost-effective for a newer start-up or smaller company to hire a full-time marketing director. 

A more cost-effective solution is to hire a fractional director, freeing a full-time salary and benefits and empowering companies to scale marketing efforts up or down as needed while paying only for the services they need. Meanwhile, these companies benefit from access to high-level expertise, strategic guidance, and best practices. Fractional marketing directors can bridge gaps within a marketing team, filling in temporarily to cover maternity leave or sabbaticals. They can provide guidance and support during organizational change or restructuring. 

Marketing Managers: The Movers and Shakers of the Marketing Department

Reporting to the marketing director, a marketing manager ensures the successful execution of each marketing campaign. These boots-on-the-ground marketing pros work closely with the marketing teams to develop and implement campaigns, often serving as liaisons between the team and upper management, facilitating communication and ensuring alignment on project goals. Marketing managers are hands-on with operational tasks like budgeting, scheduling, and resource allocation. 

They may coordinate brand promotions with various departments. In working with other department leaders like customer service, product development, and sales, marketing managers also help align efforts with overall business goals, as involving additional stakeholders in the decision-making process adds diverse perspectives and insights, leading to more informed, effective strategies.

Marketing managers will work closely with the marketing directors to track and analyze data like website traffic, social media engagement, and email open and conversion rates to evaluate campaigns and identify successes and areas of opportunity.

These marketing professionals may communicate with clients to better understand their specific needs, pain points, and preferences and use that knowledge to tailor marketing strategies and campaigns to address goals effectively. Understanding a client’s ideal customer helps marketing managers craft compelling messages that resonate with the target audience.

Which Role Do You Need to Fill?

If you already have a marketing or communications team, a CMO can provide strategic oversight, ensuring they’re aligned with a cohesive marketing strategy and developing skills required for future growth. 

Here’s a hypothetical: if you’re a start-up or small business hoping to scale and currently outsourcing social media management or lacking a clear strategy, consider hiring a full-time marketing director (if you lack one) to implement tactics and a fractional CMO (fCMO) to develop the overarching strategy.

An fCMO is a part-time, experienced marketing executive who provides purposeful leadership and guidance to companies on a retainer or part-time (fractional) basis. These marketing pros offer a cost-effective solution for businesses needing high-level marketing expertise but lacking the budget for a full-time hire. 

If you’d like to learn more, download our fCMO overview. &Marketing can also provide leadership at any level, from CMO and marketing director to marketing manager. 

The post CMO vs Marketing Director vs Marketing Manager: Which Do You Need? appeared first on &Marketing.

Through real-world case studies, we’ll demonstrate the tangible impact fractional CMOs have had on businesses like yours. Plus, we’ll provide a step-by-step guide to finding and onboarding the perfect fractional CMO for your unique needs.

Learn how these seasoned marketing leaders can help you build a stronger brand, enhance customer satisfaction, and stay ahead of the competition!

The post Why Fractional to Full-Time is Better Than Hiring a Full-Time CMO appeared first on &Marketing.

With apologies to Ella Fitzgerald, we don’t have to call the whole thing off when discussing business development and marketing. Many companies (and people) use these terms interchangeably, thinking it’s just a matter of semantics. 

But actually, they’re not the same. They are, however, complementary, creating a dynamic combination that helps organizations achieve their goals. So, what’s the difference between these concepts? Glad you asked!

What is business development?

Business development is a strategic approach to identifying and nurturing partnerships, cultivating and converting leads into customers, and expanding the customer base to generate new business and drive growth. But it’s not just about growth; it’s about growing intelligently. 

Business development encompasses areas like:

• Attending trade shows
• Championing business profitability
• Cultivating business partnerships
• Evaluating the competition
• Identifying new markets and new opportunities
• Managing sales growth 
• Scaling business

Business development managers (BDM) and executives (BDE) guide strategy development, collaborate with other teams (like marketing), and deliver insights to help the business achieve its goals. 

What is the difference between BDM and BDE?

Remember Ella’s song? BDMs and BDEs have similar but not identical responsibilities. 

A BDM leads the business development team in designing, executing, and measuring a company’s overall strategy and growth. These professionals cultivate contact networks to attract new clients, analyze market trends, and uncover opportunities. BDMs make sales projections and forecast revenue. They work with the marketing department to develop and implement effective sales strategies. 

BDEs report to the BDM. These tacticians focus on generating sales leads, contacting potential clients, and nurturing existing client relationships. BDEs may prepare, evaluate, and present business cases (think: opportunities and current business activities) to the BDM and offer insight for informed decision-making. 

They may define and develop a company’s ideal customer profile (ICP) by analyzing the parameters of current customers in the customer relationship management (CRM) database. This data helps a BDE identify prospective customers aligned with the current customer characteristics and share insights with marketing teams on developing and executing campaigns to attract new customers.

The magic of marketing

Marketing departments promote a company’s products and services to targeted audiences via long- and short-form content (eBooks, thought leadership articles, press releases), website content (including blogs), social media campaigns, email campaigns, and other digital advertising campaigns.

The key to a successful marketing strategy is understanding your customers, their pain points, and how to communicate your messaging effectively to them. Marketing teams use this knowledge to create effective plans that showcase the product/service value and how it solves problems.

Marketing managers vs. business development managers

In some organizations, marketing managers work in different silos than business development managers, and rarely the twain shall meet. But when they know each other’s goals and are encouraged to align them, everyone benefits.

Marketing managers develop and implement marketing strategies by analyzing market trends, creating demand for products or services, identifying target audiences, and monitoring performance and other KPIs to maximize profits and market share. According to Indeed, a typical marketing manager also:

• Collaborates with teams to coordinate marketing activities and promote products or services.  
• Works with product managers to align product development and marketing efforts
• Develops pricing strategies that balance market demand and company objectives.
• Estimates costs and projects sales to optimize marketing budgets.
• Analyzes data to make informed decisions and measure each campaign’s effectiveness.

They may specialize in different areas — like affiliate, brand, content, or digital marketing, marketing communications, product marketing, or social media marketing — or a combination of these areas.

Business development managers are key to helping companies grow. BDMs seek new business opportunities, research potential leads, conduct market analyses, build new and cultivate existing client relationships, and coordinate sales meetings and demos. Staying up-to-date on the latest trends and developments enables them to identify new opportunities and position their companies ahead of the competition. They may also collaborate with sales and design teams to ensure new products address client needs.

Different specialties; shared goals

Blasting messages into the void and expecting customers to come running is so last century. The digital age requires a more strategic approach — a comprehensive framework for aligning your company with delivering exceptional customer experiences. Neither marketing nor business development is “better” than the other — they just have different focuses. 

Marketing focuses on communication and reaching customers. It’s the starting pitcher, attracting customers and guiding them to your business. Sales is the closer, convincing customers to buy. Business development is the middle-inning reliever, bridging marketing and sales, building relationships and strategic partnerships, and creating opportunities for the sales team to convert.

Marketing and business development teams share similar goals while each works toward achieving the main objective: promoting growth and driving companies forward. If we continue our baseball metaphor, think of a fractional CMO as the general manager, ensuring all departments work together cohesively to achieve the company’s ultimate goal of success. 

Regardless of what role you need, we can help. Reach out to our experienced team or download our overview below to explore who &Marketing is and what we can do for your business growth.

The post The Difference Between Business Development vs. Marketing—and Why Both Matter appeared first on &Marketing.

The first step is articulating the specific challenges your organization faces. Maybe your marketing function isn’t delivering measurable results, you’re struggling to reach and engage your target audience effectively, or your marketing team is having trouble aligning marketing initiatives with overall business objectives.

By clearly defining the problem, you can identify your ideal CMO profile and develop a comprehensive search strategy. This approach mirrors the “why, how, what” Golden Circle framework popularized by Simon Sinek.

Consider this: If your organization’s growth has plateaued, its marketing campaigns have become ineffective, or strategic direction is lacking, a seasoned CMO can become the catalyst for transformation. Instead of relying on short-term consulting solutions, investing in a dedicated marketing leader can yield long-term, sustainable results.

What a CEO Should Expect from a CMO?

Once you identify why you need a CMO, it’s time to refine your search by considering these factors and how your ideal CMO can help:

• Growth aspirations: Define your goals for the next 3-5 years.
• Organizational scale: Determine whether a full-time CMO or fractional CMO is your best fit.
• Industry dynamics: Assess your competitive landscape, growth trends, and global influences.
• Geographic considerations: Evaluate local talent and the impact of remote work.
• Sales and distribution: Analyze your sales model, distribution channels, and CRM capabilities.
• Products or services: Determine the complexity of your offerings — and any future expansion plans.
• Sales cycle: Understand the length and complexity of your sales process.
• Company culture: Identify the leadership style and personality that will align with and complement your organization.

When considering hiring a CMO, industry experience is valuable, as is marketing talent and a fresh perspective. Your industry knowledge could compensate for a CMO without expertise specific to your sector. However, there are certain competencies they should have that you consider non-negotiable. Good CMOs are agile and can navigate rapid technological changes and evolving trends. Data-driven CMOs recognize the necessity of measuring performance and ROI.

These leaders should facilitate sales alignment via solid collaboration between marketing and sales. They should embrace a customer-focused approach, putting customers at the core of all marketing decisions.

While they won’t necessarily be writing the content, the CMO should have the skill to develop and lead their team to execute compelling content strategies. Your new CMO should also be comfortable in the digital world and able to harness the power of social media, online reputation management, and public relations.

Remember: Your CMO is a strategic partner who drives growth and delivers measurable results.

How to Hire a CMO: Where to Look

After you’ve updated your CMO job description, it’s time to source your candidates. Online platforms offer a rich pool of potential CMO candidates. LinkedIn connects you with other industry pros. Explore relevant groups and ask your existing network for referrals. Consider joining an industry-specific Slack channel or online forum to expand your reach. Explore advertising opportunities within industry newsletters, which often feature job postings for broader visibility.

Tips for Interviewing CMO Candidates

The interview process begins once you’ve assembled your pool of CMO candidates via executive search, networking, or online platforms. You could delegate the initial screening to human resources based on the essential qualifications you’ve identified.

Given a CMO’s cross-functional role, involve other leadership team members in subsequent interviews as you narrow down your most promising candidate. While one-on-one interviews offer depth, panel interviews can streamline the process, reduce bias, and provide candidates with a comprehensive company overview. If you opt for a panel interview, ensure everyone’s alignment on CMO qualifications.

Regardless of your interview approach, its goal is to assess candidate capabilities against your organization’s needs. Avoid excessively complex questions, which can alienate potential executives. Instead, focus on strategic, revealing inquiries to gain insights into their experience and potential fit. Here are some questions to consider.

Strategic focus and results

• Share specific examples of how your marketing strategies directly impacted revenue growth or market share.
• How do you measure marketing ROI, and what metrics do you prioritize?
• Describe your approach to aligning marketing initiatives with overall business objectives.

Leadership and teamwork

• Explain your approach to fostering a collaborative culture within the marketing team and across departments.
• What strategies do you use to build and maintain strong relationships with other C-suite members?
• How do you balance the need for innovation with the demands of daily operations?

Digital transformation and customer-centricity

• How do you stay ahead of emerging digital trends and technologies?
• Outline your approach to data-driven marketing and customer segmentation.
• Describe a successful campaign where you leveraged customer insights to drive significant business impact.

Product launch and market positioning

• Share a case study of a product launch where you overcame challenges and achieved market success.
• When preparing to launch a new service or product, how do you evaluate market opportunities and the competitive landscape?
• What strategies do you leverage to build and maintain a strong brand identity?

Organizational structure and resource allocation

• How do you determine the optimal marketing organizational structure to support business goals?
• When deciding between building internal marketing capabilities vs. outsourcing, what factors do you consider?
• How do you allocate marketing budget and resources to maximize ROI?

Industry trends and challenges

• What are the most significant challenges facing CMOs in today’s business environment?
• How do you predict the marketing landscape may evolve in the next five or ten years?
• How do you keep updated about industry best practices and emerging trends?

Pricing, research, and marketing mix

• Describe your approach to developing and implementing effective pricing strategies.
• How do you leverage market research to inform product development and marketing campaigns?
• What is your philosophy on balancing inbound and outbound marketing tactics?

Self-assessment and future goals

• What do you consider your greatest strengths as a marketing leader?
• How do you approach continuous learning and development?
• Where do you see yourself making the most significant impact in your next CMO role?
• Given your understanding of our company’s current market position, target audience, and business goals, what specific marketing strategies and tactics would you implement to accelerate revenue growth?

What Does a CMO Look For?

By now, you’ve become an expert in how to hire a CMO! Once you’ve made the offer and they’ve accepted, how do you retain your new CMO? A competitive salary is the first consideration — and it’s not the easiest to calculate. Salary.com says the average CMO salary as of July 2024 fell between $316,633 and $430,484.

Company size, geographic location, and the CMO’s experience level can significantly influence salary expectations. Rapidly growing companies might offer equity-based compensation, granting their CMO a percentage of company ownership (typically between 0.5% and 2% for seasoned executives). Ultimately, the salary should match your company’s overall compensation philosophy and the specific responsibilities of the role. Whether you’re hiring your first CMO or your fifth, research and benchmark salaries within your industry and region to ensure it’s competitive.

A less-than-competitive salary isn’t the only influence on a CMO’s decision to leave. CMOs can face other hurdles, too.

A CEO’s reluctance to relinquish control over marketing functions can create a common pitfall in the CMO-CEO relationship. Having previously handled marketing responsibilities, some CEOs struggle to delegate this critical area. The complexities of marketing strategy, often misunderstood by those lacking deep marketing experience, can create unrealistic expectations for immediate revenue impact.

While marketing undeniably drives long-term growth through brand awareness and demand generation, attributing short-term revenue to specific marketing campaigns presents a challenge. This disconnect can sometimes lead to misaligned expectations and performance metrics.

Another hurdle CMOs may face? The issue of authority and trust. Despite occupying a C-suite position, CMOs frequently encounter micromanagement from CEOs or other executives. This lack of autonomy hinders their ability to execute marketing strategies effectively and can erode morale. High-performing CMOs require trust and empowerment to deliver the best results.

A world-class CMO can be a game-changer for your business. A CMO can drive significant growth and market share when your visions match. Since finding the ideal person can take many weeks (even months), consider leveraging a fractional CMO (fCMO) to bridge the gap. This approach provides immediate access to a seasoned marketing professional whose expertise will keep your company moving forward while you conduct a more comprehensive search for permanent hire.

Learn more about interim or fractional CMO services with &Marketing and contact us today to discuss what solutions will help your business grow.

The post Strategic Approaches for Hiring a CMO appeared first on &Marketing.

A Marketing Partner as Focused & Accountable as Your Own Team 

Companies running an &Marketing EOS® marketing strategy have a clear vision, established plan, and the built-in flexibility to scale and adapt no matter what challenges or opportunities arise. But having this laser focus doesn’t mean anything without solid execution. You’ve established bold EOS® goals, but need help defining your marketing seat. That’s where we come in.

The Six Key Components of the &Marketing EOS Model®

Vision.

A battle-tested fCMO will ensure everyone in the organization is aligned with where you’re going and
how you’re going to get there.

People.

Be surrounded by ROI-driven experts and creatives. Because achieving a great vision requires a great team —
from top to bottom.

Data.

Let’s strip out all the opinions,
personalities and egos to reveal only the objective metrics that matter.

Issues.

We’ll set up and break down barriers together to help you become expert problem solvers in the face of any
marketing challenge.

Process.

As an extension of your leadership team, your fCMO will help systemize your marketing department to ensure consistency and scalability across the entire organization.

EOS Traction®.

We promise to keep accountability and discipline at the core of every step along the journey with real-time tracking and viewer-friendly reporting.

Common marketing challenges of companies running on EOS®:

Your marketing seat is empty, and you don’t know where to start

Your marketing leader isn’t strategic or digital-first, and you’re not getting the results you need

You’re wasting money on agencies or “one-person” marketing departments

Your marketing department is overwhelmed, outdated, or just needs more support

Delivering an EOS® Marketing Strategy with a Proven Process

Our digital marketing experts at &Marketing have in-depth, first-hand experience working with companies to take advantage of the full transformative power of an EOS® marketing strategy. We’ve developed a system that capitalizes on the accountability that EOS® provides to deliver distinct, measurable results.

The post Outsourced Marketing Experts to Develop and Execute Your EOS^® Marketing Strategy appeared first on &Marketing.

The post Company Culture Checklist appeared first on &Marketing.

Our advanced approach to business and marketing strategy and execution drives decisions rooted in data, not doubt. With Business Intelligence & Analytics, you can create intentional and informed marketing and business plans with concrete data that tells the story of where your customers are, what they want, and how you can reach them.

The post Business Intelligence & Analytics: The Compass that Directs Your Marketing Roadmap appeared first on &Marketing.