Stepping into the role of Chief Marketing Officer (CMO) is often seen as the pinnacle of a marketer’s career. You’ve mastered demand generation, brand strategy, and product positioning – now, you finally get to do more of what you love. Right? Well, not exactly.
According to Gabriela Warren, CMO of Puzzel, the role has far less to do with traditional marketing than one might expect. Instead, it’s about understanding the entire business and positioning marketing as a strategic growth driver. Failure to grasp that, and you may not last long in the seat.
Here are the biggest lessons Gabriela has learned as a first-time CMO – and what every SaaS marketing leader should take to heart.
1. The First Rule of Being a CMO: Listen More, Talk Less
Many new CMOs feel the pressure to prove themselves immediately.
They jump in eager to make an impact – launching a new website, overhauling branding, ramping up lead generation. Gabriela admits she made the same mistake.
If she could do it again, she’d hit pause.
“The first thing I should have done? Listen. Ask questions. Understand the business, the sales motion, the customer needs, and what’s actually broken.”
Her advice to new CMOs: Don’t rush to impress with flashy campaigns. Instead, invest time in understanding what the business truly needs.
2. Get Buy-in from the C-Suite Before You Try Anything Else
No matter how brilliant your marketing strategies are, they won’t succeed without the trust and alignment of your CEO, CFO, and CRO.
“The biggest quick win any CMO can get is alignment with the board and executive team. Without that, nothing else will stick.”
This means looking beyond marketing metrics. Your job isn’t just to generate MQLs and SQLs – it’s to drive revenue, improve retention, and contribute to overall business strategy. If you can’t connect marketing to these goals in a way that resonates with the C-suite, you’ll struggle to gain their support.
3. Your CFO Should Be Your New Best Friend
Many CMOs naturally align with the CRO – it makes sense given the marketing-sales relationship. But according to Gabriela, failing to connect with the CFO is a major oversight.
“Your CFO isn’t talking about leads. They care about CAC, LTV, and rule of 40. If you don’t understand these metrics, you’re always going to be seen as a cost center, not a revenue driver.”
Every CMO should have regular sit-downs with their finance team. Learn what matters to them, understand how marketing spend impacts profitability, and demonstrate how your strategies contribute to business value – not just clicks and conversions. Earn your CFO’s trust, and you’ll gain a powerful ally.
4. Align with Your Peers – No Gaps Between Teams
Internal alignment is everything. If your CEO, CRO, and head of product aren’t telling the same story, the entire go-to-market motion falls apart.
“At Puzzel, we make sure there’s no daylight between teams. Our messaging, go-to-market strategy, and growth plan are fully aligned. That takes work – sometimes hard conversations – but it’s critical.”
If your sales team is saying one thing and marketing another, you’re setting the business up for friction and failure.
As a CMO, your role extends beyond marketing – it’s about ensuring the entire leadership team moves in unison.
5. Don’t Overspend or Overpromise
The fastest way to lose as a CMO? Burn through your budget on initiatives that don’t move the needle.
“Every dime you spend needs to bring business value. Don’t go in thinking, ‘I need to do a huge rebrand, I need to hire a massive team, I need to launch a big campaign.’ Be smart. Prioritize ruthlessly.”
Gabriela’s advice: Operate lean in your first year. Test, learn, and prove value before making major investments. That way, when you do request a bigger budget, you’ll have the results to justify it.
6. Lead Upwards, Not Just Downwards
A great CMO doesn’t just manage their team. They manage expectations at every level – including with the board and executive leadership.
“Never surprise your CEO or board. Keep them informed, give them the context they need, and anticipate their questions before they ask them.”
The best CMOs know how to communicate up, down, and sideways. That means setting clear expectations with leadership, making sure the board sees marketing’s value, and aligning with the entire organization.
Final Thoughts: Think like a Business Leader, Not Just a Marketer
For new CMOs, the most important shift isn’t tactical – it’s mindset. You’re no longer just a marketing leader. You’re a business executive. Your job is to drive company growth, not just campaign success.
If you want to succeed, do what Gabriela Warren did:
- Listen more than you speak.
- Align with your C-suite peers from day one.
- Build a strong relationship with finance and understand key business metrics.
- Prioritize smartly – don’t waste budget trying to make an immediate splash
- Lead in all directions – up, down, and across the organization.
It’s no secret that CMOs tend to have the shortest tenure in the C-suite. So, if you want to beat the odds, make finance your new BFF, stop thinking like a marketer and start thinking like a business leader.
