Rethinking the CMO Role in the Digital Age

10.18.12 webinar!

Rethinking !
the CMO to deliver!
increased value!

2012 All rights reserved!
Steven Cook !

Rethinking
the CMO!

Welcome!
I am looking forward to a
great exchange of ideas with you
on this important topic for all
customer-centric brand marketers

2

Rethinking
the CMO!

CMO role established in early 1990s

SCALE … ONE TO MANY
•  mass market
•  mass media
•  one-way push
----------------------
•  pre-digital
•  pre-social media
•  pre-smartphone/smart multi-screen

3

Rethinking
the CMO!

Accelerating pace of seismic changes have created more
complexity … impacting the CMO & Marketing Function
roles, accountabilities & expected delivered value
more than any other function.
•  shift in consumer influence & engagement with brands
•  hyper-connectivity digital & social media enables
•  collapse of mass marketing & mass media
•  global marketplace … with local needs
•  speed & transparency of information
•  changed customer buying behavior
•  multiple channels & platforms
•  leveraging Big Data
•  mobile
4

Rethinking
the CMO!

These changes have radically shifted key constituent’s
needs & expectations of the CMO & Marketing Function.
They want NEW & IMPROVED value & accountabilities.

•  Customers
•  CEO, C-suite, Board
•  Enterprise internal functions & external partners/agencies
•  NGO/3rd party stakeholders with immediate digital access, an
activist’s passion, a free online megaphone & many followers

5

Rethinking
the CMO!
1
‘Average Chief Marketing Officer Tenure Hits New High: 43 Months’

Average CMO Tenure (months) 2004-2011

“But, when compared to the tenure average of the top C-suite
function, the CEO, CMOs still have considerable ground to
make up in this area. The average tenure of the CEOs of the
top 100 advertised brands is 111 months or 9.2 years.”

Greg Welch & Tom Seclow, CMO Practice, Spencer Stuart

6

Rethinking
the CMO!

“The leader of the past was a person who knew how to tell.
The leader of the future will be a person who knows how to ask.”

7

Rethinking
the CMO!

Differences & similarities between CMOs/Marketing Function
from B2B vs. B2C, vertical, company dynamics & other factors.

Comprehensive deep dive:
•  CMOs/Senior Marketers
•  Recruiters designing next generation CMO/Senior Marketing job specs to
understand changing C-suite & organizational expectations
•  Insights & trends from recently published CMO experts & related research

8

Rethinking
the CMO!

Why & how has your CMO/Senior Marketing role
changed to deliver increased value to:
•  your customers
• Enterprise
•  C-suite

What have you & your company
learned from these changes?
9

Rethinking
the CMO! Experts
Average Chief Marketing Officer Tenure Hits New High: 43 Months.
Greg Welch and Tom Seclow. CMO Practice. Spencer Stuart.

10 Great Expectations: What CEOs Want From Their CMOs. Stephanie Overby. CMO.com

From Brand Custodian to General Manager – The new role of the CMO.
Dick Patton and Michael M. Meier. Global CMO Practice. Egon Zehnder.

CMO Habits. Jim Stengel, former P&G Global Marketing Officer.

From Stretched to Strengthened. Insights from the Global Chief Marketing Officer Study.
IBM Corp.

How the CMO Can Take the CEO's Corner Office. Mike Vizard. The CMO Site.

2011 State of Marketing Study: Brand-Building in the Complex New Ecosystem of Influence.
Andrew Flynn, Jesse Purewal, and Mike Leiser. Prophet.

Ignore the Human Element of Marketing at Your Own Peril.
Bob Garfield , Ad Age columnist and Doug Levy, imc2 CEO.

Coca-Cola Marketing Shifts from Impressions to Expressions.
Joe Tripodi. EVP, Chief Marketing & Commercial Officer, The Coca-Cola Company.

2011 Edelman Trust Barometer. Edelman.

Study: The Company Behind The Brand More Important Than Ever. Weber Shandwick.

2012 Social Marketing & New Media Predictions. Awareness.

Fast Company Social Media cover story.
10

Rethinking
the CMO!

11

Rethinking
the CMO!

Marissa Pick: Yes- absolutely- every role has become more involved,
taking on new responsibilities- also adapting constantly to newer trends,
more effective messaging... it's a challenge for all so we must evolve
constantly to remain effective!

Shannon Bracken: For sure. With constant change within the technological
space, including multiple social media platforms, the responsibilities and content
that Marketing executives are accountable for increases. Along with this, the
measurement of the effectiveness of these campaigns also grows, forcing proper
evaluation of where marketing dollars are spent. This is all in addition to the
continued existence of more traditional forms of marketing and advertising, like
print, digital, tv and radio. 12

Rethinking
the CMO!
Christine-Shimo Shimasaki: The
need to close the chasm between
marketing and sales is a strong Ian S. Greenleigh: They're now
imperative, and our CMOs need to expected to know everything about
be leaders of this shift within the their customers, to use data in any and
cultures of our organizations. all decisions, and to prove their efforts
are working to the wider org.

Eden Hensley: It's changed in terms of accountability. There's more transparency
about how marketing and sales work together. Sales and Marketing are beginning
to speak the same language. The new technologies require a shift from finger-
pointing when goals are missed to collaboratively working to improve processes.
There's no more throwing strategies over the fence. Both departments are now
sitting down at the table together.
13

Rethinking
the CMO!

Why & how has your CMO/Senior Marketing role changed
to deliver increased value to your customers, C-suite & Enterprise?

Focus on Closer linkage with Sales.
Revenue & Share growth. Direct Biz Dev responsibility.

“Traditional” (web, print,
Constantly reinventing collateral, trade shows)
brand to stay current. no longer working.

Digital & social media driving
Consumer behavior shifts.
consumer relationships.

More financial metrics. Maximize digital & social
More data driven. capabilities & focus.

14

Rethinking
the CMO!

What have you & your company learned from these changes?
Total game shift. Cash flow, Continuous learning &
relevance & engagement matter. innovation are paramount.

Inspect all elements of value Need to be
chain to identify growth.
agile, flexible & adaptable.

Continuously seek
More open communication.
Sales & Field input.

Energizing entire
Engage customers organization in branding
in innovation. through Social Media.

15

Rethinking
the CMO!

More complicated.
Hard to implement.

Other C-Suite execs
need same training.
16

Rethinking
the CMO!
But Steve, I am not a CMO. I am
a Marketing Manager/Director/VP.
Do these CMO transformations
apply to me too?

From my experience …YES.
Your CMO needs you more than
ever to help transform the
capabilities of your
Company’s Marketing Function.
And, if you have goals to be a
CMO someday, now is the time
for you to become a thought
leader & innovator on where our
discipline is rapidly going.
17

Rethinking
the CMO!

Q&A
@ the end

@MarketingProfs
@StevenCook
18

CMO!
Chief Marketing Officer
& the Marketing function

At a tipping point to develop !
NEW & IMPROVED roles !
so the CMO/Senior Marketer remains relevant, valued & connected…!
& focused on the most strategic highest leverage opportunities.!
! !
•  most importantly … with customers!
•  CEO, C-suite, Board!
•  across the Enterprise & with Partners!
•  NGOs/3rd party stakeholders!

19

Rethinking
the CMO!

“There is no one right answer to define the CMO role. I think
the role is very situational and influenced by Executive
Leadership Team expectations, competitor dynamics,
consumer needs, and the overall direction of the company.”

Brad L. McLane, Managing Director, RSR Partners

20

5
CGAR!
Commercial Growth Accelerator !

21

5
CGAR!

Relationships!
Reputation!
Relevant re-imagining!
Revenues & results!
Real-time !
22

5
CGAR!

Relationships!
Building high-trust relationships between the company/brands, customers & all
Enterprise functions & stakeholders … turning them all into advocates & afﬁliates.!

23

5
CGAR!

Reputation!
Building an authentic, transparent, trusted reputation for company/brand, & ensuring
that all messaging consistently reinforces this across all online & ofﬂine touch points.!

24

5
CGAR!

Leading & enabling the re-imaging of what the company/brand can be to stay relevant
in a fast-paced environment with evolving expectations. !

25

5
CGAR!

Revenues measuring & being accountable for delivering revenues &
Identifying, developing,
& results!
other key company/brand metrics.!

26

5
CGAR!

Real-time !
Building CGAR5 Team capabilities to energize the enterprise & lead all of the above
areas collaboratively across the C-suite, all functions & partners, & to dialogue with
customers, at the speed of business today.! 27

Rethinking
the CMO!
2
‘10 Great Expectations: What CEOs Want From Their CMOs’

“CEOs want a lot out of their CMOs—but the things they
want may be different than what most CMOs think.”

CEOs expect their CMOs to:

•  run a P&L [not just a cost budget]

•  set priorities & make trade-offs

•  orchestrate marketing sub-disciplines

•  be great business partners to the rest of the organization

Matt Blumberg, CEO, Return Path
28

Rethinking
the CMO!
3
‘From Brand Custodian to General Manager – The new role of the CMO’

“Marketing has changed radically in recent years – and the transformation
is not yet complete. CMOs of large international corporations reveal the
wide scope and complexity that this position carries today. In a growing
number of firms, Marketing acts as the voice of the customer, initiating,
enabling and driving market-oriented corporate governance. This often
means that under its direction, processes and structures undergo a full-
scale realignment.

Marketing is becoming a driving force within the Company. This has also
meant redefining the role of the CMO, which is expanding to include
responsibilities & powers similar to those of a General Manager. ”

Dick Patton & Michael M. Meier, Global CMO Practice, Egon Zehnder

29

Rethinking
the CMO!
2

“More and more, we’re seeing clients look to CMOs to be
thought leaders for the corporation, providing a broad-based
commercial perspective on the business as opposed to narrow
brand-building mind-set.

CEOs want CMOs who can set a vision, but also inspire, align,
and motivate troops. And not just in the marketing organization,
but the larger organization.”

Andrew Hayes, CEO & CMO Practice, Russell Reynolds Associates

30

Rethinking
the CMO!

“More CMOs are gaining responsibility or a hand in the line operating
organization either though direct responsibility for field marketing, lead
generation, or sales strategy, or through close integration with sales.

Also, more connections to other parts of the organization, not just brand
equity and top-line advertising leadership is happening.

Companies are ensuring role clarity and putting processes in place to
enable the required cross-functional interactions and maximize the benefits
of the interdependencies.

The biggest change is adding the tools, people and analytics to manage all
the data and inputs around the business.”

Andrew Hayes & Alan Cork, CEO & CMO Practice, Russell Reynolds
31

Rethinking
the CMO!
2

“Marketing today is a delicate mix of art and science, but from
the point of view of the corner office, the ultimate focus must
always be the business.

Unfortunately, some CMOs focus too much on the creative
itself, as opposed to what’s driving the business.”

Kate Sayre, BCG Partner

32

Rethinking
the CMO!
4
‘CMO Habits: The most common mistakes CMOs are making’

“Defining the role of CMO too narrowly. Too many see it as
‘MarComm’ … the key advertising and media leader. It needs to
be much more than that. The CMO role needs to:

•  ensure the consumer/customer is first in the Company

•  drive the strategy and innovation agenda

•  provide the leadership for a creative & analytical organization

•  be accountable for profitable growth”

Jim Stengel, former P&G Global Marketing Officer
33

Rethinking
the CMO!
2

“CMOs need to invest their time in understanding the other
departments they interact with and act like a company-wide
leader. People who are too focused on the effort to market and
point their energy on new logos and campaigns are not the
long-term CMOs that CEOs need today.”

David Cooperstein, Forrester Research VP, CMO Practice Leader

34

Rethinking
the CMO!
2

“When a CEO hires a CMO, he’s not just looking for
someone to manage the Marketing Department. The CEO
wants a real ‘seat-at-the-table’ business partner.”
NOT IN PRIORITY ORDER

Focused Financial Steward
Consistent Innovator
Customer Whisperer
Customer Advocate
Dedicated Brand Steward
Social Media Maven
Data Analyst
Business Strategist
Capable Crisis Manager
Motivator-in-Chief
35

Rethinking
the CMO!
‘IBM: From Stretched to Strengthened.
5
Insights from the Global Chief Marketing Officer Study’

1734 CMOs
64 countries
19 industries across B2C & B2B verticals

• 79% of CMOs believe the level of
complexity will be high/very high over
the next 5 years
• Only 48% feel prepared to cope with it

CMO’s think market & technology factors
are the two most powerful external
forces affecting their organizations.

36

Rethinking
the CMO!
5

The digital revolution has forever changed the balance of power between
the individual & the institution.

Consumers have greater influence as anyone can become a publisher,
broadcaster & critic.

1 Billion active users. Average user posts 90 pieces of content a month.

500 Million registered users.

800 Million users. They upload more video content in a 60-day period
than the 3 major U.S. television networks created in 60 years.
37

Rethinking
the CMO!
5
>50% of CMOs think they are underprepared to manage key CMO domains
% CMOs reporting under-preparedness

38

Rethinking
the CMO!
5

39

Rethinking
the CMO!
5
•  The most proactive CMOs are trying to understand individuals as well
as markets. Customer intimacy is crucial. 95% of business leaders
heading the most successful organizations said getting closer to their
customers was the top priority for realizing their strategy over the next 5 years.

•  CMOs in the most successful enterprises are focusing on relationships,
not just transactions. They are using data to stimulate interest in their
organizations’ offerings and form bonds with customers to a much greater
extent than their peers in less successful enterprises.

•  Outperformers committed to developing a clear corporate character.
CMOs in such organizations recognize that what a business believes & how it
subsequently behaves are as important as what it sells. They make it their job
to help management & employees exemplify the Company’s values & purpose.
40

Rethinking
the CMO!
5

The vast majority of CMOs believe there are 3 key areas for improvement.

•  Must understand and deliver value to empowered customers. Invest in
new technologies and advanced analytics to get a better grasp of how
individual customers behave.

•  Create lasting relationships with those customers. Connect with
customers in ways they perceive as valuable by engaging with them
throughout the entire customer lifecycle, building online and offline
communities of interest and collaborating with the rest of the C-suite to fuse
the internal and external faces of the enterprise.

•  Capture & measure Marketing’s contribution to the business in
relevant, quantifiable terms. 2/3 of CMOs think ROMI will be the primary
measure of their effectiveness by 2015.
41

Rethinking
the CMO!
5

42

Rethinking
the CMO!
2

“Gone are the CMO days of, ‘Trust me, this is going to work’.
CEOs want concrete, understandable marketing metrics and
fact-based decision-making. In the area of analytics, CEOs
are always looking for more than CMOs are able to provide. A
lot of activities are difficult to measure, and CMOs are always
running to catch up and satisfy the demand for data and
analytics.”

Andrew Hayes, CEO & CMO Practice, Russell Reynolds Associates

43

Rethinking
the CMO!
‘Prophet’s 2011 State of Marketing Study:
Brand-Building in the Complex New Ecosystem of Influence’ 7

- 150 execs: 50% Marketing & 50% C-level or Non-marketing/Business Unit Management
- Businesses with annual revenues ranging from <$25 million to >$40 billion
- Variety of industries: CPG, Financial Services, Technology, Telecommunication

Top strategic marketing challenges
management faces to meet growth agenda

•  Establishing a differentiated brand position (55%)

•  Identifying new paths to growth (48%)

•  Growing awareness with new customers (43%)

44

Rethinking
the CMO!
“All respondents recognize that the dramatically changing dynamics between
company and customers and the broader network of influencers are causing
their control over their brands to slip away.”
today in 3 years

% of respondents
indicating each
alternative is the
primary driver of
brand equity
today vs. in 3 years

45

Rethinking
the CMO!
What are the skills/abilities your marketing organization needs to demonstrate
over the next 2-3 years to build successful brands?

46

Rethinking
the CMO!

5 distinct shifts to drive this transformation
From To
creating marketing strategies
driving business impact

controlling the message
galvanizing your network

incremental improvements
pervasive innovation

managing marketing investments
inspiring marketing excellence

operational focus
relentless customer focus
47

Rethinking
the CMO!

Marketing leaders & their teams will need to
become more aligned with the C-suite & BOD by:

•  adopting a P&L and Operational mindset

•  building a perspective keyed to the business growth agenda, and
being accountable for meeting it

•  continued development and use of deeper customer insights

48

Rethinking
the CMO! Relationships

“While building relationships has always been key to the role, we
see it as being more important than ever before due to the
importance of linking and integrating efforts with Sales and
Operations.

Further, while historically, it has been critical to build
relationships with the end consumers, this has been amplified
exponentially today with inroads of digital and social media.”
Andrew Hayes & Alan Cork, CEO & CMO Practice, Russell Reynolds

49

Rethinking
8
‘Ignore the Human Element of Marketing at Your Own Peril’
Forget
Product
Posi.oning,
This
is
the
Dawn
of
the
Rela.onship
Era

Bob Garfield: 26 year Ad Age contributor
Doug Levy: CEO imc2

“Just jettison some old habits, such as trying to manipulate prospects. Stop viewing
purchasers as conquests. They are members of a community, prepared to adore (or the
opposite) not just your stuff but the inner you. Your essence is transmitted continually via your
relationships with consumers, employees, suppliers, shareholders, neighbors and the Earth
itself.

In short, as you have realized but most likely not come to grips with, you are being evaluated
24/7 in countless conversations that have zero to do with your ad slogan. On the contrary, they
are about your brand's essential self -- which behooves you to think very hard about your
essential self.”
50

Rethinking
8
‘Ignore the Human Element of Marketing at Your Own Peril’
Forget
Product
Posi.oning,
This
is
the
Dawn
of
the
Rela.onship
Era

End of the Consumer Era
Collapse of mass media & mass marketing
Reduced efficiency of mass advertising & promotion
Digital Revolution’s hyper-fragmentation and decimation of scale

Network Effect
Awareness, opinion, consideration, preference and purchase have been
supplemented by loyalty and advocacy

Trust
The new currency of commerce
Trust is an asset, not a commodity. It cannot be purchased. It must be earned.
And it can dissolve before your eyes.

Genuine Company & Brand Purpose
The foundation for values-based relationships that command loyalty and trust

51

Rethinking
9
‘Coca-Cola Marketing Shifts from Impressions to Expressions’

“In the near term, ‘consumer impressions’ will remain the backbone of our
measurement because it is the metric universally used to compare
audiences across nearly all types of media. But impressions only tell
advertisers the raw size of the audience. By definition, impressions are
passive. They give us no real sense of engagement, and consumer
engagement with our brands is ultimately what we're striving to achieve.
Awareness is fine, but advocacy will take your business to the next level.

So, in addition to ‘consumer impressions’, we are increasingly tracking
‘consumer expressions’. To us, an expression is any level of engagement
with our brand content by a consumer or constituent. It could be a comment,
a ‘like’, uploading a photo or video or passing content onto their networks.”

Joe Tripodi, EVP, Chief Marketing & Commercial Officer, The Coca-Cola Company

52

Rethinking
the CMO! Reputation
2

“The CEO expects his CMO to be the keeper of the corporate
reputation. CMOs are the prime movers of their brands’
perception. They are the custodians of their brand in all areas
and among how all constituencies—customers, employees, the
media, regulators—view their company.”

Bruce Goldberg, CMO, International Securities Exchange

53

Rethinking
the CMO! Reputation
10
‘2011 Edelman Trust Barometer’
‘Reputation’ is now a critical marketing stewardship &
communications role given the speed & transparency of our
global interconnected digital world where customers
increasingly use search engines, social media & community
forums as their first source to get information about products
before they buy.

There are significant business implications of having a trusted
reputation, and conversely the devastating impact of a negative
reputation.

“In
the
last
12
months,
85%
of
respondents
report
they
have
bought

the
products
or
services
of
a
company
they
trusted.

Conversely,
73%

say
they
refused
to
buy
products
or
services
from
one
they
did
not

trust.”

54

Rethinking
the CMO! Reputation
11
‘The Company Behind The Brand More Important Than Ever’
Weber Shandwick

“A game-change in branding and corporate reputation is well
underway. In this fast moving information age, consumers can
now readily connect the dots between the brand they buy and
the company behind the brand. Whereas it has long been
known that a strong brand shines a light on a company’s
reputation, it is now clear beyond a shadow of a doubt that a
strong company reputation adds an undeniable brilliance to the
brand.”

Leslie Gaines-Ross, Chief Reputation Strategist, Weber Shandwick

55

Rethinking
the CMO! Reputation
11
‘The Company Behind The Brand More Important Than Ever’
Weber Shandwick
“Our study identified Six New Realities of Corporate Reputation. Each
reality serves as a reminder to business leaders that they cannot view
their company’s reputation and their product brands as separately as
they once did. Aligning and integrating both optimizes their respective
strengths to achieve strong business results.”
1 Corporate brand is as important as the product brand(s)

2 Corporate reputation provides product quality assurance

3 Any disconnect between corporate and product reputation
triggers sharp consumer reaction

4 Products drive discussion, with reputation close behind

5 Consumers shape reputation instantly

6 Corporate reputation contributes to company market value 56

Rethinking
the CMO! Real-time
6
‘How the CMO Can Take the CEO's Corner Office’

“It's only a matter of time before Marketing becomes the group
that serves as the conduit for sharing information in real-time
across the organization. By working more closely with the IT
department, Marketing will become the provider of the critical
information that will ultimately be used to optimize business
processes that extend all the way from the front office to the
manufacturing floor.”

John Squire, Chief Strategy Officer, IBM Coremetrics

57

Rethinking
the CMO! Real-time
12
‘2012 Social Marketing & New Media Predictions.’

58

Rethinking
the CMO! Real-time

13

www.fastcompany.com/magazine/168/september-2012

59

Does this NEW & IMPROVED role align with the value
Q&A your customers, C-suite & enterprise partners expect?

5
CGAR!

Relationships!
Reputation!
Revenues & results!
Real-time ! 60

Rethinking
the CMO!

Thank you for engaging in a great conversation!

Let’s keep the conversation going as the
CMO/Senior Marketing role evolves.
#mprofspro & @stevencook

Steven@StevenCook.me
2012 All rights reserved! www.linkedin.com/in/stevencook1 61

Sources
www.cmo.com/leadership/its-time-raise-cmo-bar

62

Rethinking
the CMO! Sources
1 ‘Average Chief Marketing Officer Tenure Hits New High: 43 Months.’ Greg Welch and Tom Seclow. CMO Practice. Spencer
Stuart. 7/5/12 www.spencerstuart.com/about/media/72/

2 ‘10 Great Expectations: What CEOs Want From Their CMOs.’ Stephanie Overby. CMO.com 6/14/11.
www.cmo.com/leadership/10-great-expectations-what-ceos-want-their-cmos

3 ‘From Brand Custodian to General Manager – The new role of the CMO.’ Dick Patton and Michael M. Meier. Global CMO
Practice. Egon Zehnder. 10/11. www.egonzehnder.com/global/practices/industries/consumer/publications/publication/id/17500449/lt/272

4 ‘CMO Habits.’ Jim Stengel. www.jimstengel.com/thought-leadership/category/cmo-habits/

5 ‘From Stretched to Strengthened. Insights from the Global Chief Marketing Officer Study.’ IBM Corp. 10/11.
www.ibm.com/cmostudy2011

6 ‘How the CMO Can Take the CEO's Corner Office.’ Mike Vizard. The CMO Site. 10/18/11.
www.thecmosite.com/author.asp?section_id=1548&doc_id=234625

7 ‘2011 State of Marketing Study: Brand-Building in the Complex New Ecosystem of Influence.’ Andrew Flynn, Jesse
Purewal, and Mike Leiser. Prophet. 6/11. www.prophet.com/thinking/view/586-prophets-2011-state-of-marketing-study

8 ‘Ignore the Human Element of Marketing at Your Own Peril.’ Bob Garfield and Doug Levy. Advertising Age. 1/2/12.
www.adage.com/article/news/dawn-relationship-era-marketing/231792/?utm_source=daily_email&utm_medium=newsletter&utm_campaign=adage

9 ‘Coca-Cola Marketing Shifts from Impressions to Expressions.’ Joe Tripodi. Harvard Business Review. 4/27/11.
www.blogs.hbr.org/cs/2011/04/coca-colas_marketing_shift_fro.html

10 ‘2011 Edelman Trust Barometer.’ 1/25/11. www.edelman.com/trust/2011
11 ‘Study: The Company Behind The Brand More Important Than Ever’. Weber Shandwick. 1/18/12.

www.webershandwick.com/resources/ws/flash/InRepWeTrust.pdf
12 ‘2012 Social Marketing & New Media Predictions.’ Awareness. 12/11.
www.info.awarenessnetworks.com/rs/awarenessnetworks/images/2012_Predictions.pdf

13 Fast Company Social Media cover story. 9/12.
www.fastcompany.com/magazine/168/september-2012 63

WW Director WW VP Strategic Marketing SVP, CMO N.A.
Brand Marketing & Business Development

Global CMO & Biz Dev Global CMO & Biz Dev

25+ years in Fortune 500 & Silicon Valley startup B2C global brand marketing, innovation !
& biz dev roles on image-based CPG & durable brands with strong emotional connections!
in Electronics, Beverage, Cosmetics, Personal Care, Health & Well-Being & Food.!
Palo Alto-based CMO Council Advisory Board & London-based CMO Exchange Advisory Council.! 64

Rethinking the CMO Role in the Digital Age

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