The Vanishing CMO: Dispelling the Myth of Decline Through Data
Why the role of Chief Marketing Officer is under pressure and what the data really reveals about its future in the corporate hierarchy.
Recent headlines suggesting that Chief Marketing Officers (CMOs) are losing ground in the C‑suite who previously gained traction across the corporate world. A Forrester report, published in August 2025, states that the average tenure of Fortune 500 CMOs fell from 4.1 years in 2024 to 3.9 years this year, not a monumental decline however only 58 per cent of these companies now have a marketing executive reporting directly to the CEO, down from 63 per cent.
Yet alternative data from Spencer Stuart, a (global executive search and leadership consulting firm founded in 1956), derived from its 2025 CMO Tenure Study, offers a more nuanced narrative: tenure is steady or growing slightly; most exiting CMOs are advancing to similar or more senior roles; and a clear pathway from CMO to CEO persists.
My article places the tension between these findings under scrutiny, helping senior business and marketing executives navigate a changing strategic landscape.
On the scrap heap or ready for reinvention?
Title in Peril—or Renewed Purpose?
Forrester’s August 2025 analysis observes rapid turnover in marketing leadership. “Over one in five Fortune 500 companies changed their marketing leadership over the past 12 months,” among these leaders, tenure is brief 3.9 years is now the average compared to other C‑suite roles. As well as fewer CMOs in the room, many roles are being retitled, reorganised, or replaced with alternative functions such as chief revenue officer or other roles such as chief product officer.
Forrester attributes the shift to two primary forces: economic pressure and the persistent challenge CMOs face in proving ROI amid cost scrutiny. Some marketing responsibilities are shifting to revenue or product teams, compounding the CMO’s ambiguity.
Spencer Stuart’s 2025 data presents a steadier position: the average tenure rose slightly to 4.3 years (from 4.2 in 2023). In 2024, 65 per cent of departing CMOs took lateral or higher-level roles within or beyond their organisations, and 10 per cent became CEOs. Further, while 34 per cent of companies lacked an enterprise-level marketing head in 2024, such structural decisions often reflect strategic priorities rather than diminished marketing value.
Granular Realities: Industry, Model, Identity
Aggregate averages obscure wide discrepancies:
Industry variance: Forrester highlights that CMO tenure varies by up to 75 per cent between sectors. Financial services and utilities may retain CMOs longer than industries such as energy or mining.
Business model impact: B2C companies are far more likely to have a CMO than B2B firms; B2C tends to issue greater visibility and longer tenure for marketing leaders, whereas B2B firms lean toward alternative titles or restructuring.
Gender disparity: Women in CMO positions experience significantly lower tenure than male counterparts, even though they constitute a majority of those roles.
Diversity snapshot: In 2023, women represented 50 per cent of Fortune 500 CMOs, but those from underrepresented ethnic groups were just 12 per cent. The disparity persists in 2024.
The CMO as Bridge to the Top
Despite some narratives framing the CMO position as fragile, both data sets provide evidence of upward mobility:
In Spencer Stuart’s findings, two-thirds of CMOs exiting their roles transition to new or more senior positions, with a notable fraction becoming CEOs.
Forrester suggests that many marketing roles are being redefined rather than eliminated, frequently recast under alternative titles and roles with broader remits.
Earlier Forrester analysis asserts that doomsday narratives are overblown. Analysts observed that variations in tenure are largely due to structural and business differences.
In other words, the CMO remains fertile ground for broader leadership, subject to organisational clarity, alignment with other functions (particularly the CFO), and ability to articulate strategic business impact. I have worked for marketing, digital agencies and tech companies for almost three decades and whilst I never has the role the CMO, the ability to work closely with CFO’s and finance directors was instrumental to my success in the organisation.
Implications for Leaders and Boards
Boards and CEOs should consider several strategic imperatives
Define clarity: A structured charter for marketing leadership including metrics, and alignment with growth objectives, helps anchor the role.
Recognise structural variation: A decentralised marketing model may suit complex organisations better than a centralised one; benchmarking should reflect this.
Enable career progression: Internal talent pipelines and executive development strategies can both broaden marketing leadership and foster retention.
Address diversity gaps: Gender parity in marketing leadership is near. But boards must accelerate inclusion of underrepresented ethnic groups, recognising the long-term value of diverse decision-making.
Conclusion
The decline in average CMO tenure and presence, as reported by Forrester, is real but partial and nuanced.
Many CMOs are advancing, being restructured rather than removed, and their career trajectories may still lead to the top of the house. Senior leaders including boards should treat the data as a lens, not a verdict. The real insight lies in the detail: industry, reporting structure, diversity and role clarity. Negotiating these factors thoughtfully may determine whether marketing leaders flourish or falter.