The first 60 days of a CMO
- Part 1Why Chief Customer Officers sit next to CMOs — Karen Budell // Totango
- Part 2 The first 60 days of a CMO
Show Notes
-
02:24The first 60 days as CMO at TotangoSince joining Totango, Karen has united two separate marketing teams and focused on team Building. While CMOs typically look forward to putting their stamp on the positioning, Karen joined Totango after the company updated its positioning narrative and brand refresh.
-
03:47The benefits of inheriting a brand new positioning as a CMOInheriting a brand new positioning allowed Karen to quickly gather insights on what was and wasnt working. Through live feedback from prospects, customers, and analysts, Karen could make updates and revisions based on what was and wasnt resonating with the market.
-
05:09Embracing the "Team One" principle at TotangoInvesting time in building relationships with executive peers is equally important as building relationships within the team you lead. Making time for one-on-ones with sales, CS, and product leaders is crucial for driving growth and aligning efforts across the organization.
-
06:27Building trust in remote or hybrid workforcesIn a remote or hybrid work setup, it's crucial to get to know your peers personally, asking about their interests and experiences. In addition, highlighting wins that your team has contributed to benefit their organization can help establish trust and strengthen the relationship.
-
07:58Activating Totangos new positioning narrativeKaren may have missed the initial positioning process, but through customer interviews and market analysis, she gained insights for adjustments. In addition, she focused on activation through internal enablement and continuous refinement to align with market changes.
-
10:12Setting expectations for the first 60 days as a CMOKaren dedicated the first 30 days to learning about the team and spending time with customers and analysts. She also set expectations to provide updates at 60 or 90 days on her recommendations regarding the team, brand, and the markets perception of Totango.
Quotes
-
"I can't emphasize enough how important it is for CMOS in those first 60 days to make sure that they're carving out intentional time to get to know their peers." - Karen Budell
-
"As a CMO, sales are important. But, invest in that relationship with your customer success or post-sale leader. Do not forget how important it is to develop a relationship with that head of product." - Karen Budell
-
"As a new CMO, set expectations and don't be afraid to decline meetings in the beginning. Be mindful of your calendar. Time is precious, and those first 30 and 60 days are going to fly by." - Karen Budell
- Part 1Why Chief Customer Officers sit next to CMOs — Karen Budell // Totango
- Part 2 The first 60 days of a CMO
Up Next:
-
Part 1Why Chief Customer Officers sit next to CMOs — Karen Budell // Totango
Karen Budell, CMO at Totango, explores C-suite partnerships and laying the foundation for CMO success. For far too long in marketing, we've focused on customer acquisition at the cost of our existing customer base. Yet, collaboration between marketing and customer success presents an opportunity to retain customers and maximize their lifetime value, fostering growth from within our existing customer pool. Today, Karen discusses why Chief Customer Officers sit next to CMOs.
Play Podcast -
Part 2The first 60 days of a CMO
Karen Budell, CMO at Totango, explores C-suite partnerships and laying the foundation for CMO success. The first 60 days as a Chief Marketing Officer (CMO) set the tone for leadership and strategy. Without a well-thought-out plan, a CMO risks inefficiency, and missed opportunities, and may struggle to establish clear priorities, align the team, and make meaningful progress toward strategic goals. Today, Karen discusses the first 60 days of a CMO.
