For banks and regulated financial-services companies
Put a senior marketing operator in the seat.
Set priorities, direct the team, align finance and compliance, and report clearly to leadership.
A leadership gap does not need another strategy deck.
It needs someone accountable for choosing what matters, giving the team direction, keeping finance and compliance in the room, and carrying decisions through execution.
Decision rights
Clarify what marketing owns, what requires leadership approval, and what finance, compliance, product, and sales need to decide together.
Weekly and monthly rhythm
Set the meetings, reports, and review points for priorities, budgets, campaigns, vendors, risks, and stalled decisions.
Executive reporting
Give leadership and the board a concise view of spend, progress, tradeoffs, and the decisions required next.
A marketing function with clear owners and reporting.
Priorities and decision register
A short, maintained view of the work that matters, the owner, the decision needed, and what can wait.
Finance and board reporting
Reporting that shows what was spent, what changed, what remains uncertain, and what leadership needs to decide next.
Team and partner direction
Clear briefs, expectations, review points, and accountability for internal staff, agencies, and specialist vendors.
Meeting and reporting rhythm
A schedule the team can continue, including the meetings, decisions, reports, and ownership required to run the function.
Monthly retainer ยท six-month minimum
Fractional CMO, Financial Services
This is embedded leadership for an active marketing function. The scope is set around the decisions, team, budget, and executive reporting that need an accountable owner.
You get one senior operator accountable for priorities, decisions, reporting, and execution.
Bring the current plan and the decision that keeps waiting.
We will decide whether the work needs an embedded leader or a defined project.