Huddlers in the News

Listen Here | From Renegade Marketers Unite, Episode 425: Unlocking Marketing Attribution

Attribution is one of the toughest challenges for modern marketers—how do you measure what truly drives revenue in a complex, multi-touch journey? In this episode, Drew Neisser sits down with Taran Nandha, Founder and CEO of Growth Natives and DiGGrowth, to unpack the intricacies of marketing attribution and analytics.

In this episode:

• Taran identifies the top mistakes marketers make with attribution, from relying on vanity metrics to overlooking offline touchpoints.
• He explains the importance of aligning people, processes, and tools to build an effective attribution system that delivers insights aligned with business objectives.
• Learn how to move beyond first-touch and last-touch models by embracing multi-touch attribution and account-based analytics for a more complete picture of customer journeys.
  

You’ll also discover:

• How to connect and normalize data across platforms like CRMs, marketing automation tools, and ad channels.
• Practical tips on using cohorts and journey mapping to track ROI for events and campaigns over time.
  
• The role of AI in making sense of data and optimizing your marketing strategy.
  

Whether you’re new to attribution or looking to refine your approach, this episode is packed with actionable advice to help you prove the value of your marketing efforts and drive better business outcomes.  

For full show notes and transcripts, visit https://renegademarketing.com/podcast/

"Here comes the marketing person, they always want to do too much, too fast,” echoed a CMO from a multi-billion dollar software company. Offered as a warning for other CMOs when seeking to collaborate with their peers, my mind was spinning on the real issues here.

Of Course, CMOs Want to Get a Lot Done Quickly

The clock is ticking even before they start. That’s why many B2B CMOs have to present a 30/60/90-day plan just to secure a job. Inherent in this frequent (and annoying) request is an expectation of having an immediate impact. If CMOs were being asked for a 3-year plan, then their push for quick impact could and would happily shift. But I don’t see that happening, do you?

CEOs Expect CMOs to Be Instant Miracle Workers

I’ve written about this before but it’s worth revisiting in this context. The biggest mismatch in expectations between the CMO and the CEO is the time frame for meaningful impact. CEOs, particularly at PE/VC-backed companies, think in terms of quarterly not annual impact. This is so misguided as to almost be laughable. Reputations are built impression by impression, experience by experience, quarter after quarter. Sure, one brand, Chat GPT, reached 100 million users in 2 months. It was revolutionary. And free. Name another.

But What About the Fail-Fast Mentality Prescribed by Zuckerberg and Bezos?

Let’s separate tactics from strategy. Getting your overall business strategy right takes time. It’s not a marketing problem. It’s a company problem. Sure the CMO can help drive strategy, bringing together product, sales, customer service, finance, research, and HR to unite around a single vision. Great business strategies are enduring and require solid foundations. Weak strategies are disposable. If you want to fail fast and forever, go with the latter.

Speaking of Bezos, I’m currently listening to “Collision of Power: Trump, Bezos, and the Washington Post” by former Post editor Martin Baron. I’ve particularly enjoyed the parts on Bezos and how he approached transforming an old media stalwart into a digital-first publication. Before he started brainstorming on “fast fail” tactics, he worked with the executive team to define the vision. Notably, Bezos insisted on putting the customer (i.e. the reader, not the advertiser) at the center of the transformation. For several years after, the publication enjoyed extraordinary growth against a singular purpose - engage readers.

Great Strategies Drive Better Experiments

Ultimately, the goal is not to fail fast. The goal is to succeed fast. Doing that is much easier if you're working from a strong strategic foundation. There are always things to test. And no shortage of ideas. What CMOs need are filters to help sort the possible from the probable, the deluting from the additive. For example, if you’re putting the customer at the center of your brand, then simply asking, “Is this initiative good for our customer?” will filter out a lot of testable ideas.

Are You Trying to Do Too Much?

They surest way to fail in any job is to try to do too much at any even given time. For CMOs, the “peanut butter” effect is always a risk. Too many targets, too many campaigns, too many tech initiatives, too many product launches, and or too many events can assure minimal impact and maximum burnout. Too many priorities mean no priorities.

Written by Drew Neisser

Listen Here | From Renegade Marketers Unite, Episode 424: Marketing as a Business Driver

What does it take to turn marketing into a true driver of business success? In this episode, Drew dives deep into this question with three expert CMOs—Shirley Macbeth of Forrester, Dan Lowden of Blackbird.ai, and Ali McCarthy of Amplify Your Voice Studio—who reveal how they keep marketing aligned with business objectives while pushing the boundaries of creativity and strategy.

In this episode:

• Shirley Macbeth explains how Forrester’s “Plan on a Page” framework keeps marketing focused on top business objectives and the importance of prioritization in achieving meaningful results.
  

• Dan Lowden shares his proven “Marketing Playbook” that drives brand and revenue impact, detailing the role of compelling content in engaging target audiences and supporting sales.
  

• Ali McCarthy discusses the importance of a clear growth plan to align marketing with financial goals and maintain focus across the entire team.
  

You’ll also learn:

• How to prioritize effectively in a resource-constrained environment
• Ways to foster creativity within the structure of a strategic plan
• The role of AI in scaling personalized content and enhancing team productivity

Tune in to discover actionable insights on aligning marketing with business goals and making a measurable impact on revenue.

For full show notes and transcripts, visit https://renegademarketing.com/podcast/

“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

Listen Here | From Renegade Marketers Unite, Episode 423: Unlocking PR-able B2B Research

What does it take to create B2B research that journalists can’t resist?

In this episode, Drew Neisser sits down with research experts Becky Lawlor of Redpoint Content and Curtis Sparrer of Bospar PR to reveal the secrets of crafting and pitching impactful studies that capture media attention.

In this episode:

• Becky Lawlor shares the top three mistakes to avoid in research design, emphasizing the importance of aligning with media trends, targeting the right audience, and writing effective survey questions.
• Curtis Sparrer highlights how to create “killer stats” that drive media coverage, and explains why a successful study must tell a story that resonates beyond niche audiences. 

You’ll also learn:

• Why it’s essential to conduct quality checks on survey audiences and design
• How to adapt your findings for multiple uses, from PR to lead generation
  
• Practical tips on “news-jacking” and tapping into timely topics for maximum impact
  

Tune in to discover how to make your research stand out, earn top-tier coverage, and turn valuable insights into brand-boosting press.

What You’ll Learn

• What B2B marketers get wrong about crafting research
• What B2B marketers get wrong about pitching research studies
• How to get your study picked up by journalists

For full show notes and transcripts, visit https://renegademarketing.com/podcast/

“What’s with the penguins?” asked an F1000 marketing leader new to CMO Huddles. Explaining that a group of penguins is called a huddle, I received a nod of appreciation and a “That’s it?” Door open. I spouted that CMOs and penguins have much in common and that we donate 1% of revenue to the Global Penguin Society.

“That’s cool but what you’re really doing is leading by example,” the CMO noted.

“What do you mean?” I asked.

“Most B2B marketing is bland as sand–yours isn’t,” they exclaimed.

Compliment accepted. We moved on to their differentiation challenges.

I was reminded of this conversation in a recent visit to Boulder Beach, home to a healthy huddle of South African penguins. Formerly known as “jackass penguins” because they make a braying sound, these delightful birds reinforced various points of comparison to CMOs.

Both are Bellwethers

Living on land and sea, penguins feel the harsh impact of environmental changes earlier than most species. As we saw in 2023, CMO role elimination was a harbinger of the slowing B2B economy. Thanks to recent protection efforts, the Boulder Beach colony is growing for the first time in decades. Perhaps the Feds recent rate cuts will do the same for B2B CMOs!

Both are Curious

Once the tourists leave, the penguins of Boulder Beach like to explore the nearby village, waddling into open doors of homes and shops. To survive and thrive, CMOs must never lose their curiosity. A rapidly changing business environment requires constant questioning and assumption dumping.

Both are Nurturers

Mama penguins are never far from their chicks on the beach. Similarly, great CMOs are only as good as the teams they nurture. While CMOs needn’t fish for their younger underlings like penguins, they do need to provide a safe environment for experimentation and the occasional misstep.

Both are Ingenious Problem-Solvers

South African penguins, like the other 17 other types, are famous for finding unusual places to nest. They constantly face and work around new challenges. Great CMOs are much the same. When the going gets tough, these CMOs innovate. They transform, finding unique places for their brands to flourish.

Both Like to Gather

I witnessed several instances of penguins having fun together. Four were diving around each other and emerged on the beach in unison. Couples waddled together and embraced.

Written by Drew Neisser

Listen Here | From Renegade Marketers Unite, Episode 422: The Focus Factor: Driving B2B Success

For CMOs, strategy is as much about what not to do as it is about what to focus on.

In this episode, we explore the transformative power of focus with three marketing leaders who have mastered the art of saying “no” to the nonessential.

Highlights include:

• JD Dillon shares how Tigo Energy’s “Green Glove Service” transformed customer service into a brand differentiator and rallied the entire organization around a simple, powerful concept.
  

• Laura Beaulieu discusses her approach at Holistiplan to amplify customer voices through webinars and referrals, focusing on building an influencer pipeline that converts loyal customers into brand advocates.
  

• Kevin Briody explains how Edmentum consolidated multiple websites to simplify the customer experience, reduce internal complexity, and drive more impactful marketing through a streamlined digital presence. (He’s now CMO of Meteor Education).
  

We also cover the challenges of prioritizing in a fast-paced environment, strategies for creating impactful marketing initiatives, and the delicate balance between agility and focus. Tune in to learn how to drive greater impact by doing fewer things exceptionally well—and find out how to keep both your team and your brand centered on what matters most.

What You’ll Learn

• How 3 CMOs are driving business-bending strategic initiatives
• How to maintain long-term focus and stay agile
• The importance of customer feedback

For full show notes and transcripts, visit https://renegademarketing.com/podcast/

“We are spending more on events in 2025,” shared an excited CMO from a $160m cybersecurity company. Then other CMOs in the huddle offered variations on this theme.

Events are back. Big time.

I want to remind you that before the pandemic, 50% of B2B marketing budgets were allocated to events. Why so much, when a digital-only approach is seemingly more efficient and trackable? Sure you can track it. But digital-only is rarely as efficient or effective as advertised.

Events done right are multi-purpose magic.

Events help you close late-stage deals that otherwise would linger. Events reunite you with customers who might otherwise have churned. Events bring your employees together, to learn, to grow, to bond in a way that could never happen on Zoom. Events provide a showcase to celebrate existing partners and grab new ones. Events are launching pads for new products. Events can capture a year’s worth of content and first-party research.

Events bring humans together. And that’s magic these days.

Events are damn expensive. So, you better have experts working with you to get the most out of every event. Salespeople should earn the right to attend based on how many meetings they set up. Product experts need to be on hand to answer customer questions. And all staff in the booth should put their phones down and their smiles on. That person starring at your booth is probably a prospect.

Events are a physical manifestation of your brand.

If your booth experience is boring, so is your brand. Fix that. Events are parties disguised as business. Create a memorable experience from your premiums to your presentations. Teach your team to be gracious hosts, not rabid attack dogs.

Written by Drew Neisser

Listen Here | From Renegade Marketers Unite, Episode 421: Customer Advocacy Fuels Customer-Driven Growth

Most businesses profess to love their customers. However, only a few have figured out how to transform brand love into advocacy on a consistent and scalable basis. Enter this episode’s guests:

• Tejal Parekh, previously of Upside

• Rebecca Stone of Cisco
  

• Suzanne Reed of LBMC

In this insightful conversation, these three powerhouse CMOs share their unique approaches to turning satisfied customers into vocal advocates. They dive into the essential elements of building a successful customer advocacy program, from structuring advocacy within the organization to funding and measuring its success.

Listen in as they explore the balance between short-term goals and long-term impact, and reveal real-world strategies to elevate customer voices. Whether you’re starting from scratch or looking to scale your advocacy efforts, this episode offers invaluable insights for B2B marketers committed to fostering genuine customer loyalty and influence.

What You’ll Learn

• Where customer advocacy should sit in the org
• Marketing’s role in customer advocacy  
• How to show the business value of customer advocacy

For full show notes and transcripts, visit https://renegademarketing.com/podcast/

There should be a list of the luckiest CMOs in the world. It might be a short list. But it would celebrate the ones who work for CEOs who declare, “We’ve got to be different,” and then give the CMO the room to make it so. My remarkable conversation with one such CEO follows.

Drew: Have you spent time in marketing?

CEO: No. I came up through sales starting as a tech consultant, and eventually found myself in senior management. But having worked alongside some highly effective CMOs I came to appreciate their unique value.

Drew: What is that unique value?

CEO: I see the CMO as the Chief Strategy Officer too. They can figure out how to set us apart. To help us stand out. We’ve got to be different. Or we can't gain share in a crowded market.

Drew: Where does your CMO sit in the org?

CEO: When I arrived as CEO, the CMO reported to the CRO and I thought that was a mistake. When I brought in a new CMO, I insisted they report to me. It’s too important a role not to give them a seat at the table. And I don’t want them constrained by a CRO who doesn’t understand the power and role of marketing.

Drew: What are your expectations of your CMO?

CEO: When our new CMO started, I said MQLs, SQLs, and website traffic were table stakes. What we need from you is a strategy that will set us apart from our giant competitors. We need a distinct tone of voice, color, and story. And our product needs to be different.

Drew: It’s not a strategy if it doesn’t impact the product.

CEO: Exactly.

Drew: How much time did you give your CMO to develop the new strategy?

CEO: It took about 3 months. They needed to do their homework. Speak with customers and our tech team. Get to know the product as it was and where it needed to be to reinforce a new story. They also needed to understand the category and how our competitors were positioned.

Drew: How involved were you in the process?

CEO: I don’t like surprises so I asked the CMO to keep me informed. We had weekly 1:1s. But I didn’t want to constrain their thinking and creativity. So while I appreciated understanding the process I didn’t ask for details.

Drew: How did the strategy development process wrap up?

CEO: Really well. The CMO kept me informed, asked for input at critical junctures, and earned my trust. When they presented the new strategy, I was quite taken with it. I could see how it required us to adjust our story, content, and product.

Drew: How was the new story different from your old one?

CEO: It’s not about us. It’s about empowering our target. We don’t even talk about our software anymore.

Drew: Is it working?

CEO: Yes. We’re getting into companies we didn’t before and we’re growing faster than the category. It's also easier to recruit and retain employees. They can see how we're different and it makes them proud.

Drew: Your CMO is lucky to work for you.

CEO: You mean it's not this way everywhere?

Should you be on the "luckiest CMO" list? If yes, tell me about your CEO.

Written by Drew Neisser