“10 things I learned about CMO/Board relationships via Pavilion CMO Summit.

Keywords: 𝐓𝐫𝐮𝐬𝐭. 𝐆𝐫𝐨𝐰𝐭𝐡 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲. 𝐏𝐢𝐩𝐞𝐥𝐢𝐧𝐞. 𝐎𝐮𝐭𝐜𝐨𝐦𝐞𝐬. 𝐎𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩.

(This was 1 of 3 top presentations which I’ll summarize later on LinkedIn.)

Kathleen Booth moderated an excellent discussion across Insight Partners Gary Survis and Vista Equity Partners Rani Hublou.

1. “”Show me (exactly) 𝐡𝐨𝐰 𝐲𝐨𝐮 𝐚𝐫𝐞 𝐠𝐨𝐢𝐧𝐠 𝐭𝐨 𝐠𝐞𝐭 𝐭𝐨 𝐲𝐨𝐮𝐫 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 𝐧𝐮𝐦𝐛𝐞𝐫𝐬.”” …else risk a short CMO shelf life.

2. Bringing others (like your operating partners) along on the revenue journey. 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐢𝐧𝐠 𝐭𝐡𝐞 𝐭𝐫𝐮𝐞 𝐠𝐫𝐨𝐰𝐭𝐡 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐢𝐬 𝐯𝐞𝐫𝐲 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭 to that story.

3. Product Marketing and Demand Generation are valuable skills, but typically not found in the same person. 𝐊𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐬 when interviewing with PE.

4. When hiring a CMO, consider 𝐬𝐭𝐚𝐠𝐞-𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞, demand generation experience, and aperture.

5. Board meetings should not be about seeking praise, but rather 𝐚𝐬𝐤𝐢𝐧𝐠 𝐟𝐨𝐫 𝐢𝐧𝐩𝐮𝐭 𝐨𝐧 𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜 𝐚𝐫𝐞𝐚𝐬 𝐨𝐟 𝐟𝐨𝐜𝐮𝐬 – seek feedback.

6. There is an AI backlash happening in the enterprise sector due to vendors overpromising and underdelivering on automation.

7. To create 𝐭𝐫𝐮𝐬𝐭 with the board, keep presentations concise, commit to specific actions, show progress, and achieve results.

8. Board members are not interested in marketing activities; they 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐬𝐞𝐞 𝐨𝐮𝐭𝐜𝐨𝐦𝐞𝐬 𝐚𝐧𝐝 𝐥𝐞𝐚𝐝𝐢𝐧𝐠/𝐥𝐚𝐠𝐠𝐢𝐧𝐠 𝐫𝐞𝐩𝐨𝐫𝐭𝐢𝐧𝐠 𝐢𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬.

9. Saying “”Marketing hit our MQL numbers”” is (obviously) not enough and tone deaf; 𝐂𝐌𝐎𝐬 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐝𝐞𝐯𝐞𝐥𝐨𝐩 𝐚𝐧𝐝 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐠𝐫𝐨𝐰𝐭𝐡 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 and align resources accordingly.

10. CMOs should be 𝐜𝐨-𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐨𝐟 𝐠𝐨-𝐭𝐨-𝐦𝐚𝐫𝐤𝐞𝐭 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲, not just functional leaders. LTV (Lifetime Value) and CAC (Customer Acquisition Cost) are important metrics to track.

I’m sure there were other points that I missed so comment for those who heard different things! Lighting made for a grainy photo.
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