How to Work With a Fractional CMO (Get Maximum Value)

You’ve hired a fractional CMO. You’re paying £4,000–£10,000 per month for senior marketing leadership.

Now what?

The relationship only delivers value if you set it up correctly. I’ve seen businesses waste thousands because they didn’t understand how to work with fractional leadership. And I’ve seen others get 5x returns because they got the basics right.

Here’s how to be in the second group.

The Onboarding Phase (First 30 Days)

This is where most engagements succeed or fail. Get it right.

Week 1: Total Immersion

Your fractional CMO needs to understand your business deeply. Provide:

Business context:

Strategic plan and objectives
Financial overview (revenue, margins, runway)
Competitive landscape
Customer profiles and segments

Marketing history:

What you’ve tried before
What worked and what didn’t
Current activities and spend
Results (even if disappointing)

Team and resources:

Who’s on the marketing team (if anyone)
Agency relationships
Budget availability
Internal politics (yes, they need to know)

Access:

Analytics dashboards
CRM and marketing tools
Sales data and pipeline
Customer feedback and research

Don’t drip-feed this over months. Front-load it. The CMO can’t lead without context.

Week 2–3: Assessment and Observation

Let the CMO audit current state. Resist the urge to jump into tactics.

A good fractional CMO will:

Review all marketing activity against business goals
Evaluate team capabilities and gaps
Assess agency relationships and value
Identify quick wins and long-term opportunities
Understand what’s actually driving results (vs. what you think is)

Your job: Answer questions honestly. Don’t defend past decisions. Share the uncomfortable truths.

Week 4: Strategy Alignment

The CMO presents findings and recommendations. This should include:

Assessment of current state (strengths, gaps, risks)
Recommended priorities for next 90 days
Resource requirements (budget, people, tools)
Success metrics and how they’ll be measured
Decision points and trade-offs

This is a conversation, not a presentation. Push back. Ask questions. Challenge assumptions. The goal is alignment — a plan you both believe in.

The Communication Rhythm

Fractional CMOs work part-time. Structure ensures nothing falls through the cracks.

Weekly Check-in (30 minutes)

Quick sync on:

What happened since last week
What’s blocked or needs decision
What’s coming next week
Any urgent issues

Keep it tight. This isn’t a working session — it’s coordination.

Bi-Weekly Working Session (60–90 minutes)

Deeper dive into:

Campaign performance and optimisation
Strategic questions and trade-offs
Team issues and development
Upcoming initiatives

This is where real work happens. Come prepared with questions and decisions needed.

Monthly Executive Review (30–45 minutes)

Formal check-in covering:

Key metrics vs. targets
Progress against 90-day plan
Learnings and adjustments
Recommendations for next month

Include other stakeholders if needed (founders, board members). This keeps everyone aligned.

Quarterly Strategic Review (Half day)

Step back from tactics to examine:

Is the strategy working?
What’s changed in the market?
What should we do differently?
What are the priorities for next quarter?

Reset and realign. Strategy should evolve with learning.

What the CMO Needs From You

Decision-Making Speed

Fractional CMOs make recommendations. You make decisions.

If every recommendation sits in limbo for weeks, you’re wasting money. The CMO presents options; you pick one. If you need more information, ask for it — then decide.

Target: Most decisions within one week. Major strategic decisions within two weeks.

Access to Information

CMOs can’t lead blind. They need:

Financial data (revenue, costs, margins)
Sales information (pipeline, win rates, customer feedback)
Customer insights (research, complaints, requests)
Competitive intelligence (what others are doing)

If they have to chase information every week, you’re paying them to be an administrator.

Authority to Direct

The CMO directs marketing activity. That means:

Giving feedback to agencies
Setting priorities for internal team
Reallocating budget between channels
Stopping ineffective activities

If every directive needs your approval first, you’ve hired a very expensive advisor, not a leader. Define decision rights clearly: what the CMO owns outright, what needs consultation, what needs approval.

Follow-Through on Commitments

If you agree to:

Provide budget for a new initiative
Have a conversation with the sales team
Stop a legacy activity that’s not working
Hire additional support

Actually do it. Broken commitments erode trust and waste CMO time following up.

Honest Feedback

If something isn’t working, say so. If you disagree with a recommendation, voice it. If you’re worried about the relationship, address it.

Fractional CMOs work with multiple clients. They can handle direct feedback. What they can’t handle is silent dissatisfaction that leads to surprise termination.

Common Mistakes to Avoid

Treating the CMO as a Marketing Manager

Marketing managers execute. CMOs direct.

If you’re asking your fractional CMO to write blog posts, post on social media, or build campaigns in Google Ads — you’re misusing them. That’s junior work at senior rates.

Fix: Be clear about the line between strategy and execution. If you need execution, hire separately.

Underfunding Execution

You’re paying £6,000/month for a CMO. Your total marketing budget is £7,000/month.

That leaves £1,000 for everything the CMO is directing. It’s not enough.

Rule of thumb: Budget 3–5x your CMO cost for execution (agencies, ads, content, tools).

Expecting Immediate Results

Marketing is a lagging indicator. Activity today shows up in results 3–6 months later.

If you’re measuring ROI after week four, you’re measuring noise.

Fix: Set 90-day milestones. Judge leading indicators (activity, engagement, pipeline) before lagging indicators (revenue).

Micromanaging Decisions

You hired an expert. Let them lead.

If you’re overriding every recommendation, questioning every choice, and demanding approval on minor decisions — you’re wasting money. Either trust the CMO or find a different one.

Fix: Agree on decision rights upfront. Review results, not tactics.

Skipping the Onboarding

“We don’t have time for all that discovery. Just start doing things.”

This leads to random tactics without strategy. Activity without direction. Spend without impact.

Fix: Invest properly in month one. It pays back in months 2–12.

Not Involving the CMO in Business Discussions

Marketing connects to everything: product, sales, pricing, positioning. If the CMO only hears about business changes after decisions are made, they can’t lead effectively.

Fix: Include the CMO in strategic conversations. Let them contribute beyond the marketing silo.

Getting Maximum Return

The businesses that get the most from fractional CMOs share these characteristics:

They Move Fast

Decisions happen quickly. Recommendations get implemented. The CMO’s time is spent on value, not waiting.

They Measure Ruthlessly

Clear metrics. Regular review. Honest assessment of what’s working.

They Invest in Execution

Adequate budget for agencies, content, ads, and tools. The CMO directs; the money and people deliver.

The CMO knows business goals, financial position, competitive situation, and internal dynamics. They can make informed recommendations.

They Treat the CMO as Part of the Team

Not an external vendor. Not a consultant to impress. A team member who happens to work part-time.

They Communicate Problems Early

If something isn’t working, they say so. If priorities change, they share. If budget gets cut, they discuss implications.

Red Flags the Relationship Isn’t Working

Watch for these signs:

The CMO is always chasing information. You’re not providing access.

Decisions take weeks. You’re bottlenecking progress.

The CMO is doing execution work. You’re misusing their time.

You’re not seeing any strategic output. The CMO may not be delivering.

Communication feels strained. Something’s wrong that isn’t being discussed.

If you see these, address them directly. Either fix the issue or acknowledge the relationship isn’t working.

The Exit Conversation

Eventually, the engagement ends. Maybe you hire full-time. Maybe you outgrow the model. Maybe it’s not working.

Handle exits professionally:

Give notice. 30–60 days is standard and respectful.

Document handover. Strategy documents, performance data, agency relationships, team notes.

Transition gracefully. The CMO should brief their replacement.

Stay connected. Good fractional CMOs become valuable advisors even after the formal engagement ends.

FAQ

How available should a fractional CMO be between sessions?

Available for quick questions and urgent issues via Slack/email. Not available for long working sessions outside scheduled time. Clarify expectations upfront.

What if we disagree with the CMO’s recommendations?

Voice it. Have the conversation. The CMO should explain their reasoning and hear your concerns. You might learn something; they might adjust. Either way, decisions need alignment.

How do we know if we’re getting value?

Track the metrics you agreed in month one. Are leading indicators moving? Is strategy becoming clearer? Is the team improving? Value should be visible by month three.

Can we change the engagement scope mid-contract?

Usually yes. If you need more days or different focus, discuss it. Most fractional CMOs prefer relationships that evolve over rigid contracts.

What if the CMO isn’t delivering?

Address it directly. Be specific about what’s missing. Good CMOs want feedback and will adjust. If it doesn’t improve after honest conversation, end the engagement.