The CEO x CMO Disconnect

In recent years, Boathouse has surveyed top executives to gauge how CEOs perceive their Chief Marketing Officers (CMOs). This year’s findings reveal a story of progress, but also persistent challenges that could make or break the role of marketing in business growth.

Let’s start with the positives. When asked to grade their CMO on an academic scale, 24% of CEOs gave them an A. While that’s a slight dip from last year’s 26%, it’s still a significant jump from just 16% in 2022. Even better, nearly three-quarters (71%) of CEOs awarded their CMO an A or B.

The Good News: CMOs Are Getting More Respect

CMOs are also climbing the ranks in CEO confidence. The share of executives who view their CMO as “best in class” has more than doubled since Boathouse’s first survey, jumping from 21% to 45%. Furthermore, CMOs are excelling in crucial soft skills:

65% of CEOs believe their CMO fully understands business goals (up from 60% the previous year).
61% see them as performance-driven, an improvement from 58%.
57% say their CMO is an effective problem solver, up from 49%.
50% of CEOs express “great confidence” in their CMO, while 56% feel their CMO actively supports their long-term vision.

These improvements suggest that CMOs are becoming more aligned with executive leadership expectations. While CEOs recognize their strategic contributions, however, there is still room for growth in areas directly tied to business outcomes.

The Not-So-Good News: A Trust and Innovation Deficit

Despite these improvements, CMOs still face skepticism in key areas. While their soft skills are strong, their impact on core business functions isn’t earning top marks. In fact, A grades have dropped in nearly every critical business category, including:

C-suite trust: CEOs report a decline in CMOs’ relationships and credibility within the executive team.
Innovation: Fewer CMOs are seen as driving fresh, transformative ideas.
Growth strategy: Nearly half (49%) of CEOs say their CMO is on the sidelines rather than playing a central role in company growth.

So, what gives? Why are CMOs excelling in collaboration but struggling to solidify their influence where it really counts?

Three people in a meeting room with colorful sticky notes on the wall. One presents data on a screen; others take notes and discuss. Vibrant and collaborative mood. — **Photo Credit: Jason Goodman via Unsplash**

Bridging the CEO-CMO Divide

One key takeaway from the Boathouse survey is that many CMOs may be operating in silos, focusing on marketing execution without fully integrating with broader company strategy. According to Boathouse CEO John Connors, CMOs often prioritize control over collaboration, keeping CEOs at arm’s length rather than making them strategic partners. The solution? Better communication.

CMOs should engage CEOs earlier in the creative process, ensuring marketing efforts align with the company’s long-term goals. Instead of running with a campaign and presenting it as a finished product, they should check in during early brainstorming sessions. This not only builds trust but also ensures marketing is moving in the right direction before too many resources are spent.

The Takeaway

While CMOs are gaining credibility, they still have work to do when it comes to proving their value beyond marketing metrics. To truly become indispensable, they need to step up as business leaders, not just brand builders. And that starts with treating their CEO as a teammate—not just a stakeholder to report to after decisions are made. Marketing isn’t just about flashy campaigns and brand awareness—it’s a driving force for business growth. But for CMOs to truly earn that A-grade, they need to embed themselves at the core of their company’s strategy.

But what if the problem isn't with the CMOs? What if they aren’t being set up for success? Many CMOs struggle with limited resources, lack of support from the executive team, and a fundamental disconnect between marketing and the rest of the C-suite. If CEOs expect their CMO to drive growth but aren’t giving them a seat at the table—or the tools to execute their vision effectively—then the responsibility for underperformance doesn’t fall solely on marketing leadership. CEOs and executive teams must also be willing to invest in marketing as a strategic function rather than treating it as an isolated cost center.

Marketing isn’t just about flashy campaigns and brand awareness—it’s a driving force for business growth. But for CMOs to truly earn that A-grade, they need to embed themselves at the core of their company’s strategy. The real question is for both CMOs and CEOs: are you ready to develop a supportive partnership to build success together?