It’s one of the oldest debates in marketing leadership: should the CMO report to the CRO or the CEO?

On paper, reporting to a CRO can align marketing tightly with revenue goals, ensure GTM integration, and avoid the “sales vs. marketing” turf war.

On the flip side, reporting to the CEO often gives CMOs a true seat at the executive table — influencing strategy, not just pipeline.

In our latest Coffee Chat, we brought together three powerhouse leaders – Erica Seidel (executive search specialist), Daniel Incandela (5x CMO), and Sandra Lopez (GM-minded CMO), to discuss the realities of both scenarios.

Whether you’re evaluating a new role or advising your executive team, here are five takeaways from the conversation:

1. Titles Matter – And So Does the Person Behind Them

Job titles can be deceiving. “CMO” is not simply a more senior “VP of Marketing,” and “CRO” doesn’t always signal the same kind of leader.

A true CMO is a strategic executive who shapes company vision, drives cross-functional alignment, and influences the boardroom – not just a high-performing campaign manager.

Similarly, CROs come in different flavors. A CRO who is on the path to becoming a CEO often has a holistic view of the business, understands multiple growth levers, and values marketing as an equal partner in driving revenue.

But a CRO who is essentially yesterday’s VP of Sales may bring a more narrow lens, viewing marketing primarily as a lead-generation engine and undervaluing its role in brand building, market positioning, and long-term demand creation.

The takeaway: when assessing a role, don’t just look at the reporting line on the org chart. Look closely at the leader themselves. Their experience, mindset, and respect for marketing will shape your success far more than the title on their business card.

2. CEOs Won’t Learn Marketing for You

Most CEOs are juggling an overwhelming number of priorities – from revenue targets and investor relations to product strategy and crisis management. Don’t expect them to dive into the nuances of marketing or stay on top of emerging trends.

As Sandra Lopez put it:

“Why should we educate? Shouldn't the CEO or CFO get to learn more about the CMO role? And I'm going to say they're just not…CEOs are trying to survive with all this stuff happening…This is why it’s our responsibility to educate up.”

‍

The takeaway is clear: it’s the CMO’s job to educate the C-Suite. Not just about campaigns or KPIs, but about the patience, investment, and long-term strategy required for marketing to truly move the needle.

Strong communication skills aren’t just a “nice-to-have” – they’re survival skills. The better you can translate marketing strategy into business impact, the more influence you’ll have at the executive table, regardless of whether you report to the CEO or CRO.

3. In the End, It’s All About Revenue

At the end of the day, the ultimate measure of a CMO’s success is revenue impact. Whether you report to a CEO or a CRO, sales numbers will be scrutinized more than anything else.

Ultimately, revenue is the metric that matters most. While pipeline, conversion rates, and channel performance are important, they serve as indicators supporting the bigger goal: hitting the company’s sales targets.

As Daniel emphasized:

"The marketing metrics are important…But the ultimate number is the sales number, the company number. We could deliver a record pipeline or a record demand, but if we're not hitting the quarterly number, it really doesn't matter. My whole goal is to align with that sales number and hit it."

The key takeaway: position marketing initiatives as directly contributing to revenue while also balancing long-term brand building and strategic growth plays.

The more clearly you can tie marketing activities to measurable business outcomes, the stronger your influence and credibility at the executive table, regardless of your reporting line.

4. Ask the Right Questions Before You Accept the Role

Whether you’re stepping into a new CMO role or advising on an org restructure, the interview process is your chance to understand the company’s true health and how marketing fits into that picture.

It’s not just about asking “Who will I report to?” but “What am I walking into?” The answers will reveal if you’re joining a well-oiled growth machine or if you’ll be trying to patch holes in a leaky bucket.

As Erica, executive search specialist for marketing leaders, put it: go beyond the org chart and dig into the realities of growth. Ask questions like:

• What’s retention like? Low retention could mean the company is churning customers faster than marketing can replace them.
• What’s the pipeline coverage ratio? This shows whether the sales pipeline is healthy or constantly under pressure.
• Where are leads coming from and where is the best (and cheapest) revenue coming from? Answers here reveal the sustainability and efficiency of growth channels.
• How strong is the partner or ecosystem-led growth motion? Strong partnerships can accelerate growth without ballooning CAC.

‍

The goal is to walk away from the conversation with a clear-eyed view of what will be expected of you and whether you’ll have the resources, runway, and organizational alignment to succeed. Asking now could save you from taking on a role where success is nearly impossible.

5. The Best Bosses Share These Traits

Titles are important, but the personality and leadership style of the person you report to often matters more for your day-to-day experience and long-term success. The CMOs we spoke with agreed that the most effective bosses share a few key traits:

• Good listeners – They take the time to understand your perspective and value input from marketing, rather than simply dictating priorities.
• Intellectually flexible – They can adjust their thinking, adapt to new data, and consider unconventional approaches without getting stuck in rigid processes.
• Curious and thought-provoking – They ask questions that challenge the status quo, encourage exploration, and push you to think strategically rather than tactically.
• Self-aware about their ego – They recognize when to step back, give credit, and let their team shine, rather than letting ego drive decisions.

In short, the right traits can transform your reporting relationship from transactional to collaborative. Even if the title is impressive, these qualities often dictate how empowered, respected, and effective you’ll feel in the role.

💡 Final thought

There’s no universal “right” answer to whether a CMO should report to a CEO or a CRO.The ideal structure depends on your leadership style, the company’s stage, and the type of collaboration you want with your boss.

What’s critical is understanding the trade-offs: how much influence you’ll have, the metrics you’ll be held accountable for, and the support you’ll need to succeed.

By asking the right questions, evaluating the seniority and mindset of the leader you’ll report to, and clarifying expectations upfront, you can make a more informed decision and position yourself to thrive in the role.

‍

📺 Want to dive deeper?

Watch the full session to hear Erica, Daniel, and Sandra share their unfiltered perspectives, real-world examples, and actionable advice for navigating this complex choice.

‍