How to go from marketer to CMO — 5 tactics that actually catapulted my career progression

I went from marketing manager to CMO in four years. It was fast. It was exciting. And, honestly, it was a little painful. I lost sleep. I lost hair. I made a lot of mistakes and learned most of what I know now the hard way.

What I quickly realized is this: Being a great marketer is not the same as being a great marketing leader. Especially in a high-growth environment. The skills that got me promoted — the hands-on stuff, the campaigns, the creative — weren’t the same ones I needed to lead a team, align with cross-functional departments, or report to a CEO.

That gap hits you fast once you’re in the hot seat.

So if you‘re on that path, whether you’re newly promoted, leading a team for the first time, or aiming for the CMO role, this post is for you. These are five mindset shifts that helped me make that leap and that still shape how I lead today.

How to Go from Marketer to CMO

1. Lead with the story, not the strategy.

One of the biggest mindset shifts I had to make as a marketing leader was learning to lead with the story, not the tactical plan.

Early on, it’s tempting to drive straight to strategy: Which campaigns should we run? Which channels should we optimize? But over time, I started to notice a pattern. The companies that broke through didn’t start with tactics or even traditional strategy. They started with a story: a clear explanation of what was changing in the market, and why their product existed because of it.

At Drift, that story was “conversational marketing.” It reflected a real shift in how people wanted to buy. No one wanted to fill out a form and wait. They wanted to get answers in real time. That phrase gave our customers language to explain why we mattered. And, it gave our team clarity about what we were building, why it mattered, and how to talk about it.

Your job as a marketing leader is to define that kind of narrative, and then continuously reinforce it. What’s changing for your customer? What shift are they trying to navigate? And how does your product help them respond?

When the story is clear, repeatable, and grounded in something real, everything else — positioning, messaging, roadmapping — gets easier and more aligned.

Drift wasn’t the only company to build its strategy around a story. HubSpot did it with “inbound marketing,” and Gainsight did it with “customer success.” In both cases, the story came first, and the strategy followed.

2. Learn how to communicate with your CEO.

I used to think the way to show impact was to list everything the team was working on. I’d put together long status updates, filled with detail about campaigns, performance, and team activity. I thought it would show how productive we were.

But, I quickly learned that leadership doesn’t have the context (or time) to follow the tactical details. They’re focused on two things: revenue and narrative. They want to know:

• How is marketing helping us hit our goals?
• And are we telling the right story to the market?

Once I understood that, I changed how I communicated with my CEO. I stopped listing updates and started offering a point of view. I shared what we were seeing in the market, what was working or not, and what might need to change. I also started thinking more about what the CEO was responsible for, and how marketing could support that.

So much of leadership is learning to communicate. That doesn’t mean over-explaining. It means knowing what your executive team cares about and helping them see clearly how marketing connects to those priorities.

3. Test before you team-build.

When you’re growing a marketing team, it’s tempting to solve every problem by hiring. Need PR? Bring in an agency. Want to expand into events? Post a job. But I learned the hard way that hiring without clarity usually backfires.

Early in my career, I made a few hires where I couldn’t quite articulate what success looked like. I just knew we needed “help.” But without a clear sense of the role or the outcomes, it was hard to guide, support, or evaluate the work. And in some cases, it created more complexity than momentum.

What worked better was trying to solve the problem internally first. Sometimes that meant taking it on myself. Other times, I’d ask someone on the team to run a small pilot. Could we test a webinar program in-house? Try a basic PR outreach round? Put together a few partner co-marketing campaigns?

These experiments always taught us something. They gave us a clearer view of what the role should actually involve, how to measure success, and what kind of person we’d need to own it long-term. When it came time to hire, we were sharper, faster, and far more confident in the decision.

Pro tip: Not sure how to start? Run a scrappy version of the function in-house for 3-4 months. That short sprint is usually enough to test demand, clarify the scope, and decide if this should become a full-time role, a freelance contract, or something to revisit later.

4. Think beyond your function and make friends.

Something I didn’t expect when I stepped into a marketing leadership role was just how much of my job would be about building relationships outside of marketing.

As an individual contributor, you’re often focused on a single channel or set of programs. But as a leader, you need to operate more like a general manager. You’re still thinking about performance and pipeline, but also about headcount, budget, cross-functional alignment, even internal morale.

Early on, I tried to do everything myself. I’d open up Salesforce reports, build forecast models, and stress over budget spreadsheets. I thought being a good leader meant owning it all. But over time, I realized that wasn’t sustainable or strategic. I didn’t need to “be” finance or sales. I needed to figure out how to closely partner and align with them.

That meant regular check-ins, not just to update each other but to really collaborate and build trust. What are we all trying to achieve this quarter? Where do our workstreams overlap? What do they need from marketing, and what do we need from them?

When those relationships are strong, marketing becomes more than a function. It becomes a multiplier for the business.

5. Engineer your own momentum.

At a certain point, every team hits a lull. Maybe you’re waiting on a product launch. Or your budget hasn’t been approved. Or leadership is rethinking the roadmap.

When that happens, it’s easy to feel stuck. But one of the most valuable lessons I learned at Drift was that marketing doesn’t have to wait. You can create your own momentum to work your way towards success.

We started doing monthly launches every first Tuesday of the month, no matter what. Sometimes, it was a big product release. Other times, it was a new report, a customer story, or a podcast series. What mattered wasn’t the size of the launch, but the consistency.

Those launches gave the team a sense of rhythm. They kept us visible in the market. And, they created internal urgency that actually helped drive execution across other teams.

You don’t need to wait for a “big moment” to make noise. Just commit to showing up. The motion you create now can set the tone for how the rest of the org operates.

Make the Shift From a Marketer to Leader

The leap to marketing leadership isn’t about doing more. It’s about thinking differently. From tactics to narrative. From activity to impact. From running campaigns to building trust across the business.

It means learning to communicate like an owner, aligning your team around a bigger story, and making decisions that drive the business forward — even if there’s no momentum to give you a push. The sooner you start making that shift, the more ready you’ll be when the opportunity comes.