Not all marketing consultants operate as fractional Chief Marketing Officers (CMOs); the business models and scopes of these roles vary significantly.
Recently, I had a conversation with a CEO I’ve known for over a decade who was curious about the “true” responsibilities of a “Fractional CMO” because he wasn’t getting what he expected from the one they hired about six months ago.
Defining the Role of a Fractional CMO
During our conversation, the CEO asked me what a fractional CMO does. I explained that a fractional CMO focuses on three core areas:
- Marketing Strategy – Developing comprehensive marketing plans aligned with the company’s goals, budget, and competitive landscape.
- Executive Leadership – Providing high-level oversight and strategic direction for the marketing team, often sitting in executive leadership meetings.
- Mentoring – Guiding and developing the in-house marketing team to enhance their professional skills and effectiveness.
The CEO agreed that this aligned with his understanding but expressed dissatisfaction with his current fractional CMO, who was not delivering on these fronts.
Additional Core Differences
Fundamentally, the structure of the relationship between client and marketer is quite different. A marketing consultant typically works on a project with a clear deliverable within a specific time frame. In comparison, a fractional CMO usually works on company objectives with no established end date. The fractional CMO is similar to a part-time hire and often represents the company in that role and leads the in-house marketing team.
The Current Situation
The CEO mentioned that his fractional CMO, whom I know to be a talented marketer, was providing creative ideas and some project management. However, his in-house marketing manager needed to develop into a stronger leader, which was a significant concern given the company’s rapid growth. While culturally a great fit and eager to grow, the marketing manager needed more mentoring and development to lead an effective internal team.
Addressing the Misalignment
I recommended that the CEO have an open discussion with the marketing consultant to clarify whether being a fractional CMO aligns with her business model. It’s possible that she may be offering a different type of marketing consultancy service and that the current engagement may be her only foray into fractional CMO territory.
If she wants to expand her fractional CMO services, I suggested the CEO ask her to provide a roadmap for the marketing manager’s development and offer more direct mentorship. This approach aims to ensure that the service meets the company’s needs without pushing out a capable marketer due to a miscommunication about the scope of work.
The key takeaway from this conversation is the necessity of aligning a service provider’s offerings with the client’s expectations. A fractional CMO should deliver strategic oversight, executive leadership, and mentoring to add significant value to the company. When these elements are missing, it’s crucial to address the gap to ensure that both parties are on the same page.
To recap, most marketing consultants do not function as fractional CMOs.