Hiring a chief marketing officer is more than just a milestone—it’s a moment of transformation. The decision to bring in a senior marketing leader signals a shift in how a company tells its story, scales its strategy and translates brand equity into revenue.
Members of the Senior Executive CMO Think Tank—leaders in brand storytelling, digital engagement, marketing operations and AI-driven innovation—say the signals that it’s time to bring on a CMO are often clearer than founders realize. But even when those signs appear, it’s important to proceed with care. Waiting too long to hire a CMO can stall growth, but hiring the wrong one—or failing to clarify their role and expected impact—can derail it. All too often, CEOs and CMOs aren’t on the same page when it comes to key business fundamentals.
Making the pivotal decision to hire a CMO requires leaders to take a long look not only at potential candidates, but also at their own needs and expectations. Below, CMO Think Tank members share key indicators that it’s time to bring on a CMO, detail essential qualities that define a great one, and offer advice to help ensure this key hire has the tools and support they need to succeed.
“Look for a CMO who shapes the narrative and owns the full funnel.”
Your Metrics Are Slipping—and Your Founder’s Still in the Spotlight
Heather Stickler, Chief Marketing Officer at Tidal Basin Group, says there are multiple signals and metrics that indicate it’s time to graduate from a founder-led growth model to building a brand that’s shaped and promoted by a dedicated marketing team.
“It’s time to hire your first CMO when your pipeline is lumpy, CAC is creeping up, data isn’t driving decisions or growth still leans on the founder,” Stickler says.
She adds that the unique expertise of a CMO is needed to tackle several challenges that growing companies often struggle with, including inconsistent messaging across channels, entry into new markets or M&As, channels that have outgrown the team, or a board that wants to see a clear line from brand to revenue. In her view, these challenges don’t just call for marketing support—they call for a full-spectrum builder-operator. And that requires someone with a range of both branding and business skills.
“Look for a CMO who shapes the narrative and owns the full funnel,” Stickler says. “They need to speak both CFO and CRO and know how to design a scalable organization and attract A-players. And you want someone who’s ready to lead change, uses martech and AI pragmatically, stays close to customers, and manages risk.”
CMOs’ responsibilities have expanded in recent years to include providing input and guidance in key areas such as marketing analytics, revenue growth, innovation and market entry. They’re also increasingly tasked with tracking a range of strategic metrics. Stickler aligns with this, saying founders should expect a new CMO to make a robust, results-focused plan a top priority.
“In the first 90 days, expect a plain-English diagnosis, a one-page go-to-market strategy, a 12-month plan with three to five big bets, and a kill list,” she says. “They should also develop a shared scorecard with the sales and finance teams and detail some early wins—like tighter positioning, a stronger sales story, and one or two repeatable campaigns.”
The ability to draft a solid plan is one thing—but how will a founder know their new CMO is in the groove and making a real difference? Stickler says the proof truly is in the pudding.
“You’ll know things are working when the pipeline steadies, conversions lift at multiple stages, your CAC trends down while your win rates rise, and board meetings shift from activities to forecastable growth.”
Misalignment Is Blocking Growth—And Marketing Feels the Strain
Paul L. Gunn Jr., Founder of KUOG Corporation, says the signs it’s time to hire a CMO often appear first as misalignment or burnout—an all-too-common problem, with nearly 60% of marketers reporting feeling overwhelmed in a 2025 Marketing Week survey.
“Empathy allows founders and CEOs to recognize both the subtle and glaring signals that indicate whether teams are aligned or realignment is needed—including recognizing when it’s time to bring on a CMO,” Gunn says. “Signals to watch for include the absence of well-defined, revenue-driving marketing materials or burnout among the current marketing team—that’s a warning sign that they aren’t able to handle the messaging needed for new growth.”
Hiring a CMO who brings a fresh perspective and crafts clear, effective messaging can help teams refocus and recharge. Gunn advises prioritizing agile decision-making, noting that it’s a trait that signals adaptability and openness to change—critical qualities for a leader in fast-evolving global and digital markets.
“Those who embrace change also tend to be active listeners,” Gunn adds. “This can help the team achieve the alignment needed for revenue growth.”
“If your company has a role titled VP of Sales & Marketing, you are long past the turning point of needing to hire a CMO.”
You Don’t Know the Difference Between Sales and Marketing
Daryl Travis is Founder and Chairman of Brandtrust, a consultancy firm that applies social and behavioral science to brand growth. He says many organizations wait far too long to bring in senior marketing leadership—often because they misunderstand what marketing professionals actually do.
“The clearest signal for many companies is an inability to understand and articulate the difference between sales and marketing,” Travis says.
There is a distinct difference between the goals, strategies and skills of effective sales teams and effective marketing teams. While it’s great for the two disciplines to work closely together, a failure to grasp the value and leverage the unique skills and focus of a true marketing expert will inevitably lead to missteps in messaging—and lost sales.
“If your company has a role titled VP of Sales & Marketing, you are long past the turning point of needing to hire a CMO,” Travis concludes.
Are You Ready to Hire a CMO? A Checklist for Founders
- Your growth pipeline is unpredictable, and your CAC is rising. These are clear signs your marketing engine isn’t built for scale and needs senior leadership to stabilize performance.
- Your marketing team is burned out and/or your story isn’t working. Watch for signs of internal misalignment, messaging fatigue or lack of impact from campaigns—they often point to a need for better leadership.
- You’ve got one person doing both sales and marketing. If you’re still combining the two functions under one title, your organization is behind the curve and ready for strategic marketing direction.
Your Brand Needs More Than Hustle
There comes a point when a founder’s elevator pitch and sales hustle can’t carry a growing company forward anymore. Sliding metrics, message misalignment, team burnout and even confusion about the definition of “marketing” are all signs a business is ready to bring on a seasoned branding and marketing leader to help guide its next steps.
The right CMO won’t just market your product—they’ll build the organizational structure, messaging discipline and strategic alignment that turns unpredictable growth into forecastable momentum. Founders who act early, hire wisely and empower their marketing leader set their companies up for long-term traction—not just momentary spikes.
