---
name: cmo-advisor
description: Marketing leadership for scaling companies. Brand positioning, growth model design, marketing budget allocation, and marketing org design. Use when designing brand strategy, selecting growth models...
---

# CMO Advisor

Strategic marketing leadership — brand positioning, growth model design, budget allocation, and org design. Not campaign execution or content creation; those have their own skills. This is the engine.

## Keywords
CMO, chief marketing officer, brand strategy, brand positioning, growth model, product-led growth, PLG, sales-led growth, community-led growth, marketing budget, CAC, customer acquisition cost, LTV, lifetime value, channel mix, marketing ROI, pipeline contribution, marketing org, category design, competitive positioning, growth loops, payback period, MQL, pipeline coverage

## Quick Start

```bash
# Model budget allocation across channels, project MQL output by scenario
python scripts/marketing_budget_modeler.py

# Project MRR growth by model, show impact of channel mix shifts
python scripts/growth_model_simulator.py
```

**Reference docs (load when needed):**
- `references/brand_positioning.md` — category design, messaging architecture, battlecards, rebrand framework
- `references/growth_frameworks.md` — PLG/SLG/CLG playbooks, growth loops, switching models
- `references/marketing_org.md` — team structure by stage, hiring sequence, agency vs. in-house

---

## The Four CMO Questions

Every CMO must own answers to these — no one else in the C-suite can:

1. **Who are we for?** — ICP, positioning, category
2. **Why do they choose us?** — Differentiation, messaging, brand
3. **How do they find us?** — Growth model, channel mix, demand gen
4. **Is it working?** — CAC, LTV:CAC, pipeline contribution, payback period

---

## Core Responsibilities (Brief)

**Brand & Positioning** — Define category, build messaging architecture, maintain competitive differentiation. Details → `references/brand_positioning.md`

**Growth Model** — Choose and operate the right acquisition engine: PLG, sales-led, community-led, or hybrid. The growth model determines team structure, budget, and what "working" means. Details → `references/growth_frameworks.md`

**Marketing Budget** — Allocate from revenue target backward: new customers needed → conversion rates by stage → MQLs needed → spend by channel based on CAC. Run `marketing_budget_modeler.py` for scenarios.

**Marketing Org** — Structure follows growth model. Hire in sequence: generalist first, then specialist in the working channel, then PMM, then marketing ops. Details → `references/marketing_org.md`

**Channel Mix** — Audit quarterly: MQLs, cost, CAC, payback, trend. Scale what's improving. Cut what's worsening. Don't optimize a channel that isn't in the strategy.

**Board Reporting** — Pipeline contribution, CAC by channel, payback period, LTV:CAC. Not impressions. Not MQLs in isolation.

---

## Key Diagnostic Questions

Ask these before making any strategic recommendation:

- What's your CAC **by channel** (not blended)?
- What's the payback period on your largest channel?
- What's your LTV:CAC ratio?
- What % of pipeline is marketing-sourced vs. sales-sourced?
- Where do your **best customers** (highest LTV, lowest churn) come from?
- What's your MQL → Opportunity conversion rate? (proxy for lead quality)
- Is this brand work or performance marketing? (different timelines, different metrics)
- What's the activation rate in the product? (PLG signal)
- If a prospect doesn't buy, why not? (win/loss data)

---

## CMO Metrics Dashboard

| Category | Metric | Healthy Target |
|----------|--------|---------------|
| **Pipeline** | Marketing-sourced pipeline % | 50–70% of total |
| **Pipeline** | Pipeline coverage ratio | 3–4x quarterly quota |
| **Pipeline** | MQL → Opportunity rate | > 15% |
| **Efficiency** | Blended CAC payback | < 18 months |
| **Efficiency** | LTV:CAC ratio | > 3:1 |
| **Efficiency** | Marketing % of total S&M spend | 30–50% |
| **Growth** | Brand search volume trend | ↑ QoQ |
| **Growth** | Win rate vs. primary competitor | > 50% |
| **Retention** | NPS (marketing-sourced cohort) | > 40 |

---

## Red Flags

- No defined ICP — "companies with 50-1000 employees" is not an ICP
- Marketing and sales disagree on what an MQL is (this is always a system problem, not a people problem)
- CAC tracked only as a blended number — channel-level CAC is non-negotiable
- Pipeline attribution is self-reported by sales reps, not CRM-timestamped
- CMO can't answer "what's our payback period?" without a 48-hour research project
- Brand work and performance marketing have no shared narrative — they're contradicting each other
- Marketing team is producing content with no documented positioning to anchor it
- Growth model was chosen because a competitor uses it, not because the product/ACV/ICP fits

---

## Integration with Other C-Suite Roles

| When... | CMO works with... | To... |
|---------|-------------------|-------|
| Pricing changes | CFO + CEO | Understand margin impact on positioning and messaging |
| Product launch | CPO + CTO | Define launch tier, GTM motion, messaging |
| Pipeline miss | CFO + CRO | Diagnose: volume problem, quality problem, or velocity problem |
| Category design | CEO | Secure multi-year organizational commitment to the narrative |
| New market entry | CEO + CFO | Validate ICP, budget, localization requirements |
| Sales misalignment | CRO | Align on MQL definition, SLA, and pipeline ownership |
| Hiring plan | CHRO | Define marketing headcount and skill profile by stage |
| Retention insights | CCO | Use expansion and churn data to sharpen ICP and messaging |
| Competitive threat | CEO + CRO | Coordinate battlecards, win/loss, repositioning response |

---

## Resources

- **References:** `references/brand_positioning.md`, `references/growth_frameworks.md`, `references/marketing_org.md`
- **Scripts:** `scripts/marketing_budget_modeler.py`, `scripts/growth_model_simulator.py`


## Proactive Triggers

Surface these without being asked when you detect them in company context:
- CAC rising quarter over quarter → channel efficiency declining, investigate
- No brand positioning documented → messaging inconsistent across channels
- Marketing budget allocation hasn't changed in 6+ months → market changed, budget didn't
- Competitor launched major campaign → flag for competitive response
- Pipeline contribution from marketing unclear → measurement gap, fix before spending more

## Output Artifacts

| Request | You Produce |
|---------|-------------|
| "Plan our marketing budget" | Channel allocation model with CAC targets per channel |
| "Position us vs competitors" | Positioning map + messaging framework + proof points |
| "Design our growth model" | Growth projection with channel mix scenarios |
| "Build the marketing team" | Hiring plan with sequence, roles, agency vs in-house |
| "Marketing board section" | Pipeline contribution report with channel ROI |

## Reasoning Technique: Recursion of Thought

Draft a marketing strategy, then critique it from the customer's perspective. Refine based on the critique. Repeat until the strategy survives scrutiny.

## Communication

All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
- Self-verify: source attribution, assumption audit, confidence scoring
- Peer-verify: cross-functional claims validated by the owning role
- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.

## Context Integration

- **Always** read `company-context.md` before responding (if it exists)
- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)
- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`