Ready To Fire Your CMO? Read This First

I’m a Gen X’er who began my marketing career in Silicon Valley, back when the internet was not very useful and way weirder. I’ve led teams through the rise of SaaS, the pivot to video, the heyday of performance marketing and now the AI-everywhere era. I’ve also stared at more dashboards than any human should. So when a CEO tells me they’re ready to part ways with their CMO, I ask whether they’re firing the actual problem—or just the only person in the C-Suite without the tools to defend themselves.

Let’s start with the uncomfortable facts. CMO tenure stubbornly trails the C-Suite average and remains among the shortest of the common enterprise roles. Recent data shows Fortune 500 CMOs average about 4.3 years in the seat—significantly lower than most peers. Some move up to CEO roles or larger company CMO positions. But for many, the churn is real, especially in consumer categories.

Why is this so? For one thing, the effectiveness of marketing spend remains notoriously difficult to prove or defend. At the same time, when revenue targets are missed, especially in online retail, marketing leaders are often the ones left standing at the scene, trying to revive a patient who never had a chance.

But a deeper issue lies underneath it all: The enterprise system around marketing is broken, and we continue to pretend it’s a talent problem.

Here are the four factors undermining your CMO’s performance:

1. The Tool Sprawl Paradox

Viewed as a series of incremental advances, new marketing information systems have become too cheap—and too risky—not to buy. But every next step we take to expand and deepen our acumen is having the paradoxical effect of undermining our effectiveness and credibility.

We’re caught in this doom loop because marketing was historically late to the enterprise systems party, having only just emerged as a distinct functional unit when tech advances first enabled the other, then-better-established functions to deploy comprehensive, well-integrated platforms. Marketing has been racing to catch up ever since. The problem only got worse with the advent of SaaS, which made it effortless to buy yet another point solution, often with a corporate card rather than C-level approval.

Today we have “optimized” parts but lack holistic enterprise-class solutions. Each tool speaks its own dialect, reports on its own timeline, and has incentives that justify its own existence.

2. The Data Problem

The net effect of tool sprawl is that every major operating function has an established platform of record that produces a coherent, timely view of performance—except marketing. Finance has EPM feeding ERP. Sales has a deeply configured CRM. Operations has work management and supply/fulfillment systems tied to resource plans. But marketing operates a patchwork of point solutions: adtech here, martech there, a half-customized automation platform, a social scheduler, an event app, a PR tracker—with heroic marketing-ops teams taping it together in spreadsheets. In truth, stitching them into a unified, near-real-time view is beyond the capacity of ad hoc teams at Fortune 2000 scale.

So marketing has no single source of truth, only a stack of systems layered on top of one another to create proxy indicators and truth derivatives. Without seeing the full picture, you can’t manage budgets, outcomes or reporting holistically. And AI now threatens to compound the problem, as swarms of agents rewrite the traffic rules across digital channels and erode the tidy short-term performance signals digital-native marketing leaders have come to rely on.

3. The Attribution Trap

We’ve trained boards to expect click-through precision reporting for everything, including channels with long or diffuse tails: brand, PR, events, community, partnerships, content syndication, even on-premise signage. These investments do influence outcomes—but each with its own time horizon, and rarely a direct line to purchase. The result is a CMO stuck in a defensive posture, continually re-explaining proxy indicators to executives who (quite rationally) want apples-to-apples answers the current stack can’t deliver.

Because of the attribution problem, marketing leaders can sound like we’re hiding behind jargon. In reality, we have no choice because we are swimming in it, grasping straws of data free-floating everywhere. Brand sentiment, reach, search visibility, followers, unique monthly visitors. Do any of these translate to actual revenue? No. Yes. Maybe. The real answer: it depends.

4. The Budgeting Stalemate

Across cycles and sectors, marketing investment benchmarks still cluster in single-digit shares of revenue—often around the 8 percent mark in B2B. And recent surveys show that many organizations are cutting below that line. It’s a dangerous game. The combination of constrained budgets and rising complexity guarantees under-investment in the very infrastructure that would make spend more productive.

What does this look like inside your company? A CMO who needs to do forensic financial analysis every time someone asks for “just one more” report, while also orchestrating dozens of campaign types, keeping brand love high and hitting pipeline targets—all without an enterprise-grade way to reconcile top-down plans with bottom-up performance.

If something slips elsewhere in the business (inventory, pricing, service levels), marketing is the easy scapegoat. On the surface, marketing and marketing data are meant to feed every phase of the process, but it’s an illusion. Lacking a unified view, useful attribution, resources—marketing can’t quickly or credibly answer questions and pinpoint causes.  Was this lift driven by that marketing spend? Was that miss driven by a non-marketing constraint? Over time, frustration hardens into turnover.

So before you fire your CMO, consider giving them the support they deserve. They’re heading into battle, for heaven’s sake. Would you deny ordnance and telemetry to a general in wartime? Here’s the punch list I wish every board would give to its CEO:

• Establish a platform of record for marketing. Not “another dashboard.” A real, enterprise-grade system that reconciles plans, budgets, commitments, in-flight campaigns and outcomes across channels—digital and nondigital—on a consistent clock. Build it or buy it. But don’t expect the CMO to cobble together a multitude of spreadsheets and remain coherent.
  
  
• Get the data pipes right—once and for all. Mandate that every department give the CMO the inputs and outputs they need, in the forms and formats marketing can readily integrate. This includes finance (budget, actuals, POs) and sales (accounts, opportunities, closed-won), as well as feeds from key channels and agencies. Standardize taxonomy (campaigns, audiences, geographies, offers) so results can be rolled up or drilled down without requiring manual or off-line translation. These are your supply lines and should be funded as such—centrally, not as “nice-to-have” marketing ops.
  
  
• Define the North Star and the guardrails. Agree on a short list of enterprise metrics (e.g., revenue growth, margin, CAC/LTV by segment, brand consideration) and the handful of marketing KPIs that ladder cleanly into them. Demand a simple, recurring tops-down/bottoms-up reconciliation: Here’s what we planned to spend. Here’s what ran. Here’s what moved. Here’s what we’re moving next. Remember: Every time you or your C-Suite cohort shows up with an unusual request that requires bespoke data analysis, you are taking your marketing team far from the front lines.
  
  
• Respect time horizons. Some channels are fast-signal (search, paid social). Others compound (brand, PR, content, community). Establish decision cadences that match reality: weekly for rapid-optimize channels; monthly or quarterly for durable levers. Hold the CMO accountable to that cadence, not to arbitrary “daily” updates that favor what’s easiest to count over what actually moves markets. Understand there will be a need for sustained efforts where the payoff isn’t immediately clear.
  
  
• Fund the mix, not just the media. If your budget only buys impressions, you’ll get impressions—a fluff metric that your CMO will not be able to fully defend because it means someone somewhere might have seen something. Invest in the capabilities that make spend smarter: audience research, creative iteration, testing frameworks, content ops and the analytics/engineering muscle that turns noisy data into managerial signal.
  
  
• Give authority commensurate with accountability. If marketing is on the hook for pipeline or revenue contribution, ensure the CMO has a say in pricing, packaging, channel strategy and customer experience touchpoints. Otherwise, you’re asking your general to win a war with only the infantry.
  
  
• Create room for judgment. If 70–80 percent of the portfolio is consistently attributable and reported with rigor, you can (and should) allow 20–30 percent for informed bets—sponsorships, breakthrough creative, category-building moves. That’s where category momentum and brand equity are forged. This also tells your CMO that his or her instincts matter.

Strong CMOs aren’t asking for a free pass. They’re asking for the same thing their C-Suite peers already have: a coherent system that lets them see, decide, act and report with confidence. Give them a platform of record and a unified data spine, and you’ll separate signal from noise quickly—revealing who can truly operate as a growth leader and who’s just good in the room.

Or, go fire your CMO, and start the clock all over again.