“Your role, if you do it well, should be the deputy CEO,” suggested Sion Lewis, CEO of Ciphr, a UK-based software start-up. The CMOs at our London Lunch Huddle jotted this down with trepidation. Their self-examination was instantaneous. I had questions. Many questions.

Does this only apply to CMOs at start-ups?

Sion's directive is particularly relevant to start-up CMOs. If you aren’t helping to drive strategy, you’re relegated to marketing tactician. As a former CMO (currently CEO of Boardwave) Phill Robinson put it, "One of the biggest mistakes I’ve seen CMOs make is not getting involved early in the strategic planning process. If you don’t have a seat at the table from the beginning, you’ll end up executing someone else’s vision."

Should all B2B CMOs aspire to be the unofficial deputy CEO?

Yes. I’m not suggesting this will be easy for CMOs, particularly at big companies with a C-Suite stocked with a CEO, COO, Chief-of-Staff, CHRO, CTO, and Chief Product Officer. But it’s definitely worth a shot. Explained Amanda Jobbins, currently the CMO of Vodafone Business, "To make an impact, the CMO must be in sync with the CEO's vision. It’s not just about reporting to them; it’s about co-creating the company's direction."

Can a CMO be successful but not be the unofficial deputy CEO?

Maybe. Let’s take a scenario in which the CEO has a chief strategist who is solely focused on the long-term direction of the company. In that case, the CMO must befriend the strategist and create a strong working relationship. This can be done by knowing more about the customer than anyone else in the organization. That requires regular conversations with customers, ongoing market research, setting up and owning Customer Advisory Boards, building customer communities, and hopefully, being an executive sponsor of a few high-profile customers.

What CEO behavior suggests you’re on the path to being the unofficial deputy CEO?

It’s often a progression. First, the CEO asks you to write their speeches. Then, you're the CEO's first call before Board Meetings. Then you're presenting GTM plans to the board. Then the CEO asks you to run a non-marketing initiative. As Amanda Jobbins shared, "If you're only responsible for marketing, it’s easy to be sidelined. You need to take on cross-functional roles—like partnerships or business development—so you’re seen as a business leader, not just a marketer."

Is this the future of the CMO role?

If yes, it’s a bright one. You, the CMO, have a secure seat at the table. You “own” strategy. Your purview is broader than marketing. Your CEO depends on you for ongoing guidance and to help drive the business forward. Fellow C-suite members see you as a peer.

Getting there won’t be easy.

Written by Drew Neisser