B2B Practitioners

Can you still lead if you’ve lost touch with the work? It’s not about focusing on just strategy or execution as a CMO. In fact, treating them as separate might be the problem. And today’s CMO needs to move fluidly between both. Norman Rohr (CEO at finway) shares that the “player-coach” model (borrowed from sales) applies to marketing, too. It's all about leaders who guide the direction *and* help shape the output: 🧠 They protect time for strategy, but aren’t afraid to sit down and sketch messaging with their teams. 🧭They’ve seen enough go-to-market models to know when to stick, shift, or scrap the playbook entirely. 🤝They’ve learned, often the hard way, that trust is built by staying close to the work, not by calling plays from a distance. In our latest article, Norman shares what it takes to lead through uncertainty, build trust, and avoid the trap of short-term tunnel vision. 🔗 Check it out: https://bit.ly/3Thk0z3 #cmo #marketing #leadership

But There Hasn't Been a "Crash," Has There? For the past few years, things haven’t been as bright as they once were. After the initial excitement of unexpected growth during the Covid times, the momentum has slowed dramatically. Overall growth has stagnated, new opportunities have become harder to spot, and finding jobs feels increasingly challenging. A question I’ve often heard from colleagues, investors, and entrepreneurs alike is: 👉 “When will the tough times end?” Or, more pointedly, “How long is this going to last?” My typical response—one some of my readers here might recognize—has been: 👉 “It usually takes 2 to 3 years after a crash.” This answer has often been met with puzzled expressions and the same reply: 👉 “But there hasn’t been a crash.” To that, I would usually respond with a blank stare, a slight shrug, and say: 🧨 “Yes, exactly.” Noud van Alem and I locked ourselves into a room to write up this blog post about our experiences of more than 25 years each in #tech. We have encountered multiple bubbles and crashes, with companies small and big. Enjoy the read. B2B Practitioners

The CMO role is shifting. As market dynamics change, marketing leaders are expected to be both strategic and hands-on. On the latest episode of CMO Convo, I sat down with Norman Rohr, Managing Partner at B2B Practitioners and CEO of finway, to break down what it means to be a CMO in today's market. Luckily for us, Norm shared insights on how to stay relevant, adapt, and evolve 😎 Here are some key takeaways from our conversation: CMOs must be deeply connected to the market ↳ Understand your product, the category, your customers and your competitors. ↳ Don’t just run campaigns but bring deep insights that help shape the company strategy. Strategy vs. execution? You need both. ↳ Norm pointed out a growing divide between strategic leaders and hands-on executors. ↳CMOs today should be player-coaches they set the vision, coach the team and execute when needed. Economic downturns demand focus. ↳ Budgets are tight and pressure for short-term results is high. ↳Marketing leaders should know where to double down for immediate impact without sacrificing long-term growth. Marketing and sales alignment is a must. ↳Marketing should align with sales, but own the long-term vision and brand. ↳CMOs should act as strategic partners to sales: nailing the ICP, refining messaging, and scaling demand. Norm summed it up perfectly: "The best CMOs aren’t just thinkers, they’re doers. They see the big picture but aren’t afraid to dive into the details to make things happen." 🎧 Listen to the full episode here >> https://lnkd.in/dAA-ZTT4 🖥️ Watch the full episode here >> https://lnkd.in/dt8yMndN