“We hired a fractional CMO. Three months later, I’m not sure what they actually do.”
I hear this more than I should. And it usually means one of two things: either the fractional CMO isn’t delivering, or the business doesn’t understand what they hired.
Both problems are fixable. But they start with clarity about what a fractional CMO actually does — and doesn’t do.
Let me walk you through a real week.
What “Fractional” Actually Means
First, the basics.
A fractional CMO is a Chief Marketing Officer who works with multiple businesses, typically 2–4 days per week with each. They bring executive-level marketing leadership without the full-time salary, benefits, and equity that come with a permanent hire.
The UK market for fractional executives has doubled since 2022. Industry analysts expect around 30% of midsize enterprises to have at least one fractional executive on retainer by 2027, with demand growing rapidly year-on-year.
Why the surge? Economics and expertise.
A full-time CMO costs £180,000–£300,000 annually when you include salary, NI, pension, benefits, and recruitment fees. A fractional CMO at 2 days per week costs £70,000–£115,000. Same level of expertise. 40–60% less cost.
But the value isn’t just the savings. It’s getting 20+ years of experience that a £2m-revenue business couldn’t otherwise afford.
A Week in the Life
This is based on a real engagement — a B2B technology company, £3m revenue, growing fast, no marketing leadership. Two days per week, £4,500 monthly retainer.
Monday: Strategy and Planning (4 hours)
Morning: Quarterly review session with the founder. We’re assessing what worked last quarter and what didn’t. Performance data in front of us. Not vanity metrics — pipeline generated, conversion rates, cost per qualified lead.
The SEO investment is paying off: organic traffic up 40%, and more importantly, organic leads up 25%. The LinkedIn ads experiment flopped: £8,000 spent, 3 leads, none converted. We’re killing that channel.
Decision: Shift budget from LinkedIn ads to content production. Double down on SEO. Test a new webinar format next quarter.
Afternoon: Updating the marketing roadmap. This is a living document that connects marketing activities to business goals. Every initiative has a clear purpose, success metric, and owner.
I also spend an hour reviewing competitor activity. One of them just launched a new service. We need a response — not panic, but awareness. I flag it for next week’s discussion.
Tuesday: Team and Agency Coordination (4 hours)
Morning: Weekly call with the marketing agency that handles execution. They report on campaign performance, content calendar progress, and pipeline handoff.
This is where I add the most value. I’m not doing the work — I’m directing it. Asking the hard questions. “Why did this campaign underperform?” “What’s the hypothesis for next week?” “Are we tracking the right metrics?”
The agency is good at execution. They need someone to tell them what execution matters.
Late morning: One-on-one with the internal marketing coordinator. She’s talented but overwhelmed. We’re prioritising her workload — what to do, what to delegate, what to drop entirely.
I’m also coaching her. Not just task management, but skill development. She wants to grow into a marketing manager role. Part of my job is making that happen.
Afternoon: Meeting with the sales director. Marketing and sales alignment is 80% of whether marketing works. We review the handoff process, discuss lead quality, and identify gaps.
Sales says the leads from the new whitepaper are better quality than previous content. Good signal. We’re producing more of that style.
Wednesday: No Scheduled Work (Retainer Model)
This client has a 2-day-per-week engagement. Wednesday through Friday, I’m working with other clients or on my own business.
But I’m still available for quick questions. A Slack message asking whether to approve a design direction. An email forwarding a partnership opportunity that needs quick evaluation.
These micro-interactions take 20–30 minutes total. They’re included in the retainer. They prevent small decisions from becoming big delays.
Thursday: Data Review and Optimisation (Scheduled for Next Monday)
Every other week, I do a deep dive into performance data. This isn’t a glance at a dashboard — it’s proper analysis.
- Which content is generating leads?
- Where are prospects dropping off in the funnel?
- What’s the customer acquisition cost by channel?
- Are we trending toward or away from quarterly targets?
The output is a short memo: what’s working, what isn’t, what we’re changing. No fluff. Just decisions.
Friday: Reporting and Stakeholder Updates (Scheduled for Next Monday)
Monthly, I present to the leadership team. This is a 30-minute session covering:
- Key metrics vs. targets
- Major initiatives and their status
- Learnings from the past month
- Recommendations for the next month
The goal isn’t to impress — it’s to keep stakeholders informed and aligned. If they’re surprised by marketing results, I’ve failed at communication.
What I Don’t Do
This is equally important.
I don’t write content. I direct content strategy. I review content. I don’t write the blog posts.
I don’t run campaigns. I oversee campaign strategy and performance. The agency or internal team handles execution.
I don’t manage social media. I ensure there’s a social strategy. Someone else posts.
I don’t create designs. I provide creative direction. Designers design.
I don’t attend every meeting. I attend strategic meetings. Operational meetings happen without me.
The fractional model only works if the CMO focuses on high-leverage activities. If I’m writing email subject lines, the business isn’t getting what they’re paying for.
What Makes This Different from a Marketing Manager?
Marketing managers execute. CMOs direct.
A marketing manager asks: “What content should I create this week?”
A CMO asks: “Is content the right strategy for this audience? What content drives pipeline, not just traffic? How do we measure success?”
A marketing manager manages campaigns. A CMO decides which campaigns should exist in the first place.
A marketing manager reports on metrics. A CMO decides which metrics matter.
This isn’t about seniority or ego. It’s about the type of work. Businesses that need execution should hire a marketing manager (or agency). Businesses that need direction should hire a CMO.
The mistake is hiring a fractional CMO and expecting them to execute. Or hiring a marketing manager and expecting strategic leadership. Both fail.
What Should Change Because of a Fractional CMO?
After 90 days with a good fractional CMO, you should see:
Clarity on strategy. Not “do more marketing” but a clear plan: these audiences, these channels, these messages, these metrics.
Aligned teams. Marketing and sales speaking the same language. Agencies pointing in the same direction. Internal staff knowing their priorities.
Better decisions. Investments based on data, not gut feeling. Channels cut when they’re not working. Budget moved to what is.
Developing capability. Internal team growing. Processes documented. Less dependency on any single person.
Measurable progress. Not just activity metrics (posts published, emails sent) but outcome metrics (leads generated, pipeline created, revenue influenced).
If you’re not seeing these after 90 days, something’s wrong — with the CMO, the engagement structure, or the business’s readiness.
The Engagement Models
Fractional CMOs typically work in three structures:
Day-Rate Model
Pay per day of work. Typical UK rates: £800–£1,600/day depending on experience and specialism.
Works well for: Defined projects, strategy development, short-term needs.
Watch out for: Scope creep. Unpredictable costs. No ongoing relationship.
Retainer Model
Fixed monthly fee for a set commitment. Typical UK range: £3,000–£15,000/month for 1–3 days per week.
Works well for: Ongoing leadership needs. Consistent access. Long-term transformation.
Watch out for: Paying for unused time. Retainers that drift into “advisory only” without delivery.
Hybrid Model
Base retainer plus day-rate for additional work beyond the core commitment.
Works well for: Variable needs. Project-based work on top of ongoing leadership.
Watch out for: Complexity in tracking. Unclear boundaries.
Most UK SMEs benefit from the retainer model — enough commitment to drive real change, flexible enough to afford.
How to Work Effectively with a Fractional CMO
The businesses that get the most from fractional CMOs do a few things consistently:
Give access. Share financials, strategy, sales data, customer feedback. CMOs can’t lead without context.
Make decisions. When the CMO recommends something, decide quickly. Indecision wastes expensive time.
Clear the path. When the CMO identifies obstacles — internal politics, resource constraints, misaligned incentives — address them.
Trust the process. Marketing takes time. Six weeks in, don’t panic if leads haven’t tripled. Look at the leading indicators.
Be honest about expectations. If you need someone to post on social media, that’s fine — but hire a social media manager, not a CMO.
The fractional CMO model works brilliantly when expectations are clear and both sides commit to the relationship. It fails when the business expects full-time output from part-time investment, or when the CMO treats it as easy consulting money.
The good ones change businesses. The bad ones send invoices.
Know the difference.
FAQ
How many days per week does a fractional CMO typically work?
1–3 days depending on business size and complexity. Most £2m–£10m businesses benefit from 2 days per week.
Can a fractional CMO work remotely?
Yes. Most engagements are hybrid — some on-site days, some remote. Purely remote works but requires more structured communication.
What’s the typical engagement length?
6–18 months. Enough time to build strategy, implement changes, and develop internal capability. Some relationships continue for years.
Do fractional CMOs replace marketing agencies?
No — they complement them. The CMO provides direction; the agency provides execution. Many businesses find this combination more effective than either alone.
What if our business is too small for a CMO?
If you’re under £500k revenue, you probably need execution more than strategy. Start with a marketing manager or agency. Fractional CMO makes sense when you have budget for marketing but lack direction for that budget.
Related: Fractional CMO: The Complete Guide for UK Businesses | How to Work With a Fractional CMO (Get Maximum Value)
