Want to hire a fractional CMO or CDO? Here’s what you need to know

The world of work, or more specifically, how we work, has changed dramatically over the past several years. Flexible working arrangements have become favoured and even expected by many professionals, galvanised by their ability to continue delivering high-level work with greater discretion over their approach.

We're now witnessing increasing executive-level marketers and data and analytics professionals establishing themselves as fractional CMOs or CDOs. These experts work with multiple clients to provide them with curated access to their experience and expertise at a lower cost than a full-time C-suite hire. 

However, a successful fractional executive hire requires a strategic approach. We spoke to several marketing and data experts, most of whom are fractional themselves and work in Asia-Pacific, to share their insights on how businesses can leverage this work model, its benefits, and the expectations that accompany it.     


Benefits of fractional over full-time executive hire

Experts agree companies seek strategic expertise without the full-time overhead, allowing access to high-calibre marketing leadership at a more flexible and cost-effective price point.

"This is especially critical for complex scenarios like regional expansion, such as SaaS companies entering the Asia Pacific market, where specialised, nimble leadership can drive strategic market entry," says Michelle Carden, Senior Regional Marketing Lead B2B SaaS, APAC, Surreal. 

"But the real value goes beyond cost savings," Billy Loizou, APAC Area Vice President, Amperity explains. "Most fractional executives work with multiple companies simultaneously, which creates a unique 'cross-pollination' effect. When they encounter a challenge in one business, they can apply insights and solutions they've seen work in other contexts. This breadth of current, hands-on experience across different industries and business models is something a full-time executive simply can't offer."

According to Loizou, another critical factor is speed to value. Fractional executives have usually seen and solved similar challenges dozens of times across different contexts. Instead of spending months getting up to speed like a traditional hire, they can typically diagnose issues and implement solutions within weeks. They're not learning on the job - they're applying proven playbooks and adapting them to your specific situation.

"The model also provides incredible flexibility," he adds. "Companies can scale the engagement up or down based on their needs, bring in different expertise at different growth stages, and essentially build a dynamic executive team that evolves with their business. In today's fast-moving market, this adaptability is becoming essential rather than optional."


The companies adopting these roles - more common than you think

Experts reveal companies typically looking at adopting these roles often fall into one of the following categories:

• A funded startup that needs to step up its marketing or data strategy and execution but wants to try before they buy
• Mid-sized startups, scale-ups, and smaller enterprises with complex marketing or data needs, including unicorn SaaS companies expanding into new regions like Asia-Pacific. 
• An existing business looking to create a new product/range
• An existing business that has one senior marketer or data lead but they need senior support to help coach/support them
• A fast-scaling business that needs a flexible marketing or data team to fill the gaps 
• Businesses that know they need expert marketing or data leadership they can trust but can't afford a true CMO or CDO on a full-time basis
• Larger organisations expand into new markets or launch key initiatives without disrupting their existing leadership structure.
   

Loizou highlights that what's interesting is that larger enterprises, particularly in traditional industries like manufacturing or professional services, are also using fractional leaders to drive specific transformation projects or to fill capability gaps.

They might have a full C-suite but bring in a fractional CDO to lead their AI strategy or a fractional CMO to overhaul their digital presence.

"The trend has evolved beyond just CMOs and CFOs - we're seeing fractional CTOs helping companies modernize their tech stack, fractional CDOs building out data strategies, and even fractional CEOs helping companies navigate critical growth phases," he adds. "It's becoming a strategic tool for accessing specialized executive talent exactly when and how it's needed most."


What makes someone a good candidate for a fractional CMO/CDO role?

According to Carden, an ideal fractional CMO/CDO possesses a robust portfolio of strategic achievements, demonstrates rapid adaptability across industries, and can quickly diagnose and implement marketing solutions. 

"Exceptional candidates, particularly in regional expansion contexts, have proven track records of navigating complex market entry strategies and driving measurable results across diverse cultural landscapes," she explains.

Geoff Main, Managing Director & Founder of PassionBerry Marketing, adds that fractional CMOs must be able to manage many problems and projects, likely for more than one client. They must also be able to shift their thinking across various mindsets, such as target audiences, messaging, brands, and so on.

"Resilience, adaptability and a broad skillset outside of marketing," he adds. "Of course, fractional CMOs also need some key marketing skills that are directly applicable to the challenge so they can score some early wins."

"Stakeholder management, particularly working in complex organisations, is also very valuable, as is being super clear about your communication style and being consistent about your approach. This is one of the quickest ways to build trust."

Fractional CMOs need experience — lots of it. Companies hire fractional executives because they're seasoned pros who can hit the ground running, says Nick Rameka, Managing Director, JungleMapper.

"You've got to be strategic, adaptable, and results-focused, with the ability to quickly assess a company's needs and create a plan of action," he explains. "Great communication skills are also key since you'll be working with teams and stakeholders who need clear direction and motivation."

When hiring a fractional CDO role, a good candidate combines several qualities, explains Gladwin Mendez, Fractional Chief Data and Analytics Officer, GEC Prudentia. First is extensive experience, including a strong and proven track record in data leadership, particularly in regulated industries or transformational initiatives.

Next is being people-first and having mentorship ability. Focusing on coaching internal teams and building long-term capability within the organisation is important.

"Fractional CDOs must be effective communicators, adept at bridging gaps between technical teams, executives, board and external stakeholders," Mendez adds.

"Having strategic vision and business focus is another key trait. Good candidates are those that can align short-term priorities with broader organisational objectives, quickly speak the language of the business, and deliver revenue increase, cost and risk reduction."

"Lastly, fractional CDOs must have agility. This speaks to the ability to be driven in and out of specific challenges and opportunities to deliver pragmatically, quickly and effectively."


Key considerations before engaging with fractional executives

Experts agree that companies must clearly define their roles, expectations, deliverables, and success metrics upfront and create robust communication channels to integrate fractional leaders effectively.
 
"This is especially crucial in international expansion scenarios, where alignment on regional nuances, market-specific strategies, and clear performance indicators become paramount," Carden says.

Before engaging with fractional executives, companies should also ensure clear communication and alignment to avoid potential challenges, says Som Puangladda, Founder & Managing Director, Nomadic Growth.

"It's crucial to define the scope of responsibilities upfront to prevent role overlap and ensure smooth collaboration. Establishing specific goals and metrics early on will align expectations
and provide a clear way to measure success," she says.

"Additionally, positioning the fractional leader as a key part of the team fosters integration and encourages seamless collaboration. Companies should also respect the boundaries of the fractional role, understanding its limitations. Trusting the fractional executive's expertise is vital, as they bring valuable insights and a focus on delivering high-impact results."

The thing that kills the concept of fractional executive hires is changing the expectations and deliverables set out for them, adds Main.

"I've seen many fractional leaders chosen for specific skills and sold on an idea for what the CEO wants, but then the work they get asked to do is not in line with that initial plan," Main says. "Fractionals need some time to assess the environment and best work out what's needed. But they should be clear in their feedback and companies that hire them need to be able to take this on board, even when it is difficult to hear."

For Mendez, number one is to hire for cultural fit. He stresses businesses need to conduct the hiring process as rigorously as you would for a full-time executive, ensuring alignment with company culture and values.

"Next, confirm that the role can be effectively managed on a fractional basis, recognising that fractional executives work across multiple clients. Companies should also clearly define the scope and expectations of the work. Outline what success looks like and prioritise collaboration to ensure the fractional executive hire integrates smoothly and delivers value quickly," he explains.

"To support a fractional executive integration further, organisations can provide early access to key resources and decision-makers to help the fractional hire ramp up effectively. You need to work as trusted partners. As an example, the fractional CDO partnership with executives, employees and external stakeholders is a team sport and you need to work cohesively with each other to deliver the most value out of the trusted relationship."

How companies typically structure fractional executive arrangements

According to Mark Baartse, Outsourced Chief Marketing Officer, MarkBaartse.com Consulting, the scope and responsibilities of a fractional executive can be extremely broad, and often organisations know what they don't know, but defining the exact problem is sometimes part of the engagement. 

"This can be very open-ended," he says. "In terms of time commitment, I typically work in three ways: a set fixed scope project; an open-ended project where part of the project is typically defining the scope; and ongoing support."
Experts reveal the time commitment for fractional executives can vary depending on the company's specific needs. Some companies might structure the arrangement as a few days a week, on retainer (a fixed number of hours each month), project-based, or even as an advisory or mentoring where the executive provides guidance but isn't hands-on with the day-to-day work.

"Responsibilities are typically focused on strategic planning, team leadership, or driving key growth initiatives," Puangladda explains. "Many companies structure these roles around clear deliverables, ensuring accountability and providing a way to track progress effectively."

"Striking the right balance in how fractional executives allocate their time — whether with the team for updates or across operational and revenue-generating activities — is essential to maintaining continuous progress. This customised approach allows companies to access executive-level expertise without the commitment of a full-time hire."

Regarding fractional CDOs, Mendez explains that some engagements are primarily outcome-oriented, where companies task fractional CDOs with specific outcomes. Some examples might include:

• Providing strategic leadership to build, guide and deliver the data strategy for an organisation.
• Assisting remediation for serious data incidents or fronting to regulators or external parties 
• Engaging with the board to provide risk mitigation for data and supporting them with delivering outcomes against the organisational strategy
• Building capability to ensure lasting organisational impact 
• Supporting the transition out of a current CDO, filling in the role and assisting with hiring a replacement
   

"In some cases, fractional CDOs take on a dual role focus, balancing achieving immediate objectives, such as establishing a data enablement framework, with mentoring and upskilling internal staff," he adds.

Expertise Unlocked

Access to expert marketing guidance and data expertise is no longer reserved for large organisations. Thanks to the growth of fractional leadership, smaller businesses can now access the same level of strategic thinking and technical acumen that was once only affordable by larger companies.
 
As we've seen from the expert voices featured in this piece, fractional CMOs/CDOs can truly benefit businesses looking to stay ahead of the curve in today's complex data-driven landscape.

About Amperity

Amperity's Customer Data Cloud empowers brands to transform raw customer data into strategic business assets with unprecedented speed and accuracy.

Through AI-powered identity resolution, customizable data models, and intelligent automation, Amperity helps technologists eliminate data bottlenecks and accelerate business impact. More than 400 leading brands worldwide, including Alaska Airlines, DICK'S Sporting Goods, BECU, Planet Fitness, and Wyndham Hotels & Resorts, rely on Amperity to drive customer insights and revenue growth. Founded in 2016, Amperity operates globally with offices in Seattle, New York City, London, and Melbourne.

For more information, visit amperity.com or follow them on LinkedIn, X, Facebook and Instagram.