For the majority of professional services firms, the CMO role is seen as a core strategic appointment, closely linked to growth, client strategy and long‑term competitiveness.
However, clients often comment that defining the remit of a CMO creates more difference of opinion across partnerships than any other C-suite role. Partners tend to be more uniform in their expectations of the role of a CFO, CPO or CIO.
So, how do you get it right, attract the best talent, and set the role up for success?
In our experience, high-performing CMOs look for firms which have clarity of vision and strategy. This enables the role to have a clearly defined purpose that is understood across the partnership. When there is ambiguity around remit, authority or priorities, this can quickly undermine impact, particularly in the early stages of the role.
Secondly, genuine leadership support is crucial. CMOs are most effective when they have visible backing at Board level, a meaningful voice in leadership discussions and the authority to influence partner behaviour, embed client strategies and translate firm ambition into execution.
CMOs in professional services firms operate in complex matrix structures, spanning practice groups/service lines, sectors and geographies. It is important the leadership gives them and their teams permission to say no to requests for support which do not align marketing and business development priorities to the firm strategy with clients front and centre.
A third factor is appropriate investment. Many CMOs leave roles where they are expected to deliver growth, modernise approaches and improve client engagement without sufficient resource, technology or data. Investment in systems, analytics and capability is increasingly essential to demonstrate return on investment and support better decision‑making. We are seeing experience in these areas as an increasing priority when firms consider candidates for roles.
Finally, realistic time frames. It takes time to drive meaningful change. Impact is built through trust-building, reshaping teams and influence, not quick tactical wins alone. The most successful CMOs are those who are given the opportunity to balance short‑term performance with long‑term brand and growth objectives.
In a period of such significant transformation in the sector, these elements are key in enabling CMOs to effectively help firms navigate change and maximise opportunities.
The current recruitment market for M&BD leadership roles
Recent market activity shows a steady flow of senior appointments across the UK’s leading firms, with a mix of external hires and internal promotions. The majority of external appointments continue to come from within professional services. These firms prioritise an understanding of complex partnership structures, governance and the importance of sector-specific credibility at senior level.
Conversely, we are seeing more roles outside of leadership, with the exception perhaps of those in practice/service line/sector business partnering roles, being filled by candidates from outside the industry, bringing new experience, skills and challenging the status quo.
Several firms have promoted from within where they have invested in succession planning and building strong second‑tier leadership.
One leader or two?
In most instances, firms have one overall leader of marketing, business development and communications. However, a couple of the larger global firms now operate dual leadership, replacing a single CMO role with two complementary senior positions, separating marketing, communications, client and business development responsibilities. Whatever the structure, the role of the communications leader continues to evolve, with some firms exploring roles more similar to ‘Corporate Affairs’ positions seen more prominently elsewhere.
What is evident from advising firms and leading these searches is that no appointment is like for like as firms reassess what they need from senior marketing and business development leadership in the current environment when recruiting the roles.
There is increasing variation in job titles, with terms such as Clients & Markets, Chief Client Officer or Chief Growth Officer reflecting a stronger emphasis on client centricity and revenue growth.
Enabling CMOs to succeed
All C-Suite appointments require well thought through integration plans. This is particularly important for firms making a first‑time CMO appointment, or recruiting from outside professional services. Structured onboarding, coaching or mentoring in the first six months can make a significant difference. This period is critical in helping new leaders navigate partnership dynamics, establish credibility and set the foundations for change.
Looking ahead
The bar for senior marketing and business development leadership in firms continues to rise. For Managing Partners, the opportunity lies not just in appointing the right individual, but in creating the conditions in which that individual can genuinely drive growth, deepen client relationships and contribute strategically to the future of the firm.
Firms that approach CMO recruitment and integration with this mindset are far more likely to see the role become one of the most impactful within the leadership team.
To learn more about how C-suite Business Development & Marketing approaches are evolving, contact our Director Rebecca Ellis on [email protected]