“How do we show that marketing is really bringing the value?” shared a CMO of a $75m SaaS company. This question stopped me in my tracks. Not because it's new. I’ve heard variations of it for years, but it was asked with such raw frustration. This CMO wasn’t lamenting vanity metrics or campaign performance. She was grappling with something more existential: the credibility of marketing in the eyes of the business.

And she wasn’t alone. During four back-to-back workshops moderated by 4X CMO Kathie Johnson at the 2025 CMO Super Huddle, this same issue popped up repeatedly.

One CMO shared, “We’ve made 150 acquisitions in 20 years. We have three Salesforce instances. And now I’m supposed to prove that marketing is driving value across all of it?” Another said, “We’re responsible for 100% of the pipeline (both PLG and SLG), but proving attribution is still nearly impossible.”

These are smart, experienced CMOs leading real businesses, and they’re still fighting for legitimacy.

Here’s the truth: If your CEO or CRO is still asking what marketing delivers to the business, that’s a red flag. But it’s also a massive opportunity. Because as painful as that question might feel, it invites a shift in how marketing is framed, measured, and aligned inside the company.

CMOs Need to Reframe Marketing as a Revenue Engine

That starts with shifting the language from activities to outcomes. One CMO described using a simple framework: feed the business, build the business, and create the future. This model helped her team communicate how marketing contributes across time horizons: short-term pipeline, mid-term growth bets, and long-term brand or category creation.

Alignment Isn’t a Buzzword; It’s a Contract

Several CMOs spoke about codifying their go-to-market plans with signed agreements between marketing, sales, and product. “We documented the plan, had the CRO co-sign it, and presented it to the ELT,” one said. Another added, “We did this quarterly, not just annually. Because plans change and so does accountability.”

Metrics Matter, but They Must Match the Impact Timeframe

Not every marketing effort leads directly to pipeline this quarter. Especially in the early stages of category creation or AI adoption, CMOs need to define and align on leading indicators. This might include engagement scores, search volume, brand lift, or even internal metrics like enablement or velocity. “We couldn’t wait for deals to close,” one CMO said.

CMOs Need to Market the Marketing

Internally. Loudly. One leader created a “marketing will/will not do” list, got it signed by the CRO, and sent it to the entire company. Another created quarterly marketing scorecards and published them internally, not just for bragging rights, but to show the strategic role marketing was playing across the funnel.

If you’re still being asked to prove marketing’s value, don’t take offense. Take control.

Written by Drew Neisser