A full proven growth system for your business, without the headcount
A senior strategist owning the plan, with a named specialist in every channel executing it. Strategy, brand, website, paid, organic, content, CRM and reporting run as one system, coordinated by one account director on a fixed monthly fee.
You probably need one if
this sounds familiar
Nobody sets out to hire a fractional CMO. They set out to fix a growth problem and arrive at the same conclusion.
01 / 04
One marketing manager cannot be six specialists
SEO, media buying, video editing, design, CRM and content are separate disciplines with separate skill ceilings. Expecting one hire to cover all of them is what caps the output, and it is the most common reason good marketing people underperform.
02 / 04
The team you actually need is six salaries
A specialist per channel is a headcount and overhead problem long before it is a marketing problem. Most businesses need the capability without carrying the payroll, the recruitment risk or the management load that comes with it.
03 / 04
Growth has flattened and nobody owns the plan
Revenue has plateaued, activity is still happening, and no single person is accountable for the number. That gap is a strategy problem, and it does not resolve by adding another channel or another contractor.
04 / 04
Every channel is run by a different supplier
An SEO agency, a media buyer, a designer and a video contractor all optimising their own lane, with nothing joined up. The result is a marketing spend with no shared strategy and no one able to answer what is actually working.
What a good CMO actually does
Most businesses have never had one, so the role gets confused with strategy documents and monthly reports. Three things separate a CMO who moves the number from a consultant who advises on it.
Ties strategy to the numbers
Budget moved to what is returning and pulled from what is not, every cycle. Deciding what to stop is the part most businesses never do, and it is where the majority of wasted spend lives.
Owns the plan and the people
A single person accountable for the strategy and for the specialists delivering it. Direction, priorities and standards all sit in one place, which is what stops a marketing function turning into a set of disconnected projects.
Sits close enough to decide
Real oversight comes from being in the accounts, the content and the numbers weekly, not from reading a summary at month end. Problems get caught while they are still cheap to fix.
How the engagement works
Five stages. The first three are covered by the one-off setup fee, and the monthly begins once the system is live.
Diagnose and discover
Every channel, account and asset audited, with the commercial numbers behind them. Goals, market position, margins and sales process worked through with the leadership team, so the plan is built on what the business needs rather than what looks busy.
Plan and strategise
A twelve-month growth roadmap with budget allocated across every channel and a named specialist assigned to each. Presented and signed off before delivery starts, so priorities and expectations are set in writing.
Deploy the system
Brand, website, tracking, CRM and every channel built or rebuilt to standard, with the first batch of content produced and ready to run. Weakest foundation first, since paid and organic both underperform on top of a poor site or broken tracking.
Report and meet
A bi-weekly working session with the account director, a consolidated monthly report on the first Tuesday, and a quarterly executive review. One dashboard covering every channel, so performance is read in one place.
Optimise and scale
Budget moved to what is returning and pulled from what is not, every cycle. As channels stabilise, spend and scope expand into the next growth lever rather than more of the same.
What a Salt CMO engagement includes
Quarterly strategy
A documented marketing plan with priorities, targets and the reasoning behind both.
Budget allocation
Where the spend goes, what it is expected to return, and what gets cut when it does not.
Supplier and team direction
Briefing, managing and holding to account whoever is executing, inside or outside the business.
Offer and pricing input
Pressure testing what you sell and how it is packaged, because that decides what marketing can achieve.
Set reporting rhythm
A standing monthly report and review, in language the leadership team can act on.
Leadership presence
Attendance at the meetings where marketing decisions are actually made.
What we need, and what lands each month
A CMO cannot direct what they cannot see. The access below is agreed at kickoff, and in exchange the same report arrives on the same day every month.
What we need from you
- The real numbers. Revenue, margin, capacity and what a customer is worth over time
- One standing monthly session with whoever makes the final call
- Authority for decisions to stick once they are made
- Authority for decisions to stick once they are made
- An honest read on capacity, because demand you cannot service is not a win
- Visibility of pricing, product and hiring changes before they happen
The monthly report
- Position against the quarterly targets
- Channel performance and where the budget went
- Pipeline volume and lead quality
- What we changed this month and why
- What is not working, and the recommendation
- The next thirty days