Your CMO is managing a function. Your commercial system needs someone who can read it. Those are not the same capability and the job description you wrote conflated them.
Managing a function requires leadership skill, organisational political intelligence, team development capability, and the ability to build and maintain relationships across the business. These are genuinely valuable capabilities and the CMO you hired has them.
Reading a commercial system requires something different. The ability to hold the whole machine in your head simultaneously. To see how the attribution model is distorting the budget allocation. To understand why the conversion rate is not responding to the channel interventions being proposed. To identify that the CAC trend is a retention problem expressing itself in an acquisition metric. To look at eight dashboards from eight teams and know which number is real and which is a reporting artefact.
The CMO who is managing the function is spending their cognitive capacity on the organisation around the system rather than on the system itself. The two demands are in competition and the function management demand wins by default because it is visible, urgent, and generates the internal political stability the role requires to survive.
The commercial system reading is the thing your business actually needs. It is the thing the CMO role is structurally least positioned to provide.
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