Interim CMO jobs are short-term, senior marketing leadership roles where an experienced executive steps in to lead a marketing function during a transition, a period of growth, or a strategic reset. They typically last between three and twelve months, pay at a day rate or retainer, and demand someone who can make an immediate commercial…
Marketing hiring is one of the most consequential decisions a business makes, and most companies handle it badly. They write job specs that describe an ideal candidate who does not exist, interview for the wrong things, and then wonder why the new hire underperforms within six months. The problem is not a talent shortage. There…
Customer research is the process of gathering direct insight from the people you are trying to serve, so that your marketing, product, and commercial decisions are grounded in reality rather than assumption. Done properly, it tells you what customers actually value, how they make decisions, and where your current offering falls short. Done badly, or…
Hiring a CMO is one of the most consequential decisions a business can make, and one of the most commonly botched. The role sits at the intersection of commercial strategy, brand, performance, and people leadership, and most hiring processes are not built to assess any of those things properly. Done well, a CMO hire accelerates…
Client services and customer success are not the same job with different names. Client services is reactive, relationship-focused, and measured by satisfaction. Customer success is proactive, outcome-focused, and measured by retention and expansion revenue. Agencies that blur the two tend to be good at neither. The confusion is understandable. Both roles sit close to the…
Raja Rajamannar has been Mastercard’s Chief Marketing and Communications Officer since 2013, making him one of the longest-serving CMOs at a Fortune 500 company. In an era where the average CMO tenure hovers around four years, that kind of longevity is worth examining, not just as a career curiosity, but as a signal about how…
The outlook for marketing jobs is more complicated than most hiring headlines suggest. Roles are not disappearing en masse, but they are shifting in ways that reward a specific kind of marketer and quietly sideline another. The skills that got people promoted five years ago are not the same ones that will keep them employed…
Co-leaders share executive authority across a business or function, splitting strategic responsibility between two people rather than concentrating it in one. When the model works, it produces better decisions, faster execution, and a leadership team that covers more ground than any single person could. When it fails, it produces confusion, political friction, and a business…
Building marketing capabilities is consistently ranked as a top priority among senior marketers, yet most organisations treat it as something to schedule after the next campaign. That gap between stated priority and actual investment is where marketing functions stall. The teams that grow, adapt, and outperform their competitors are the ones that treat capability building…
An organization creates a customer by identifying someone who has a problem worth solving, making them aware that a solution exists, and giving them enough reason to choose you over every alternative, including doing nothing. That is the whole job. Everything else, the campaigns, the content, the channels, the quarterly planning cycles, exists to serve…
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