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People & Skills: What’s the Role of a Chief Revenue Marketing Officer?

The CRMO unifies GTM around pipeline and bookings—owning demand strategy, lifecycle & SLAs, attribution, forecasting, and the operating cadence that turns investment into revenue.

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A Chief Revenue Marketing Officer (CRMO) is the executive who makes revenue the north star for marketing. They align Marketing, Sales, and CS on lifecycle definitions, SLAs, and pipeline targets; own the demand strategy and investment mix; standardize attribution & ROI; and run the operating cadence (weekly, monthly, quarterly) that connects programs to forecast and bookings.

Core Responsibilities of a CRMO

Set the Revenue North Star — publish pipeline, coverage, and bookings targets by segment & route-to-market.
Own Lifecycle & SLAs — codify MQL/SQL/SAO, acceptance criteria, and speed-to-lead with accountability.
Demand Strategy & ABM — orchestrate portfolio across inbound, outbound, ABM, partner, and PLG motions.
Attribution & ROI — choose the model, enforce campaign hygiene, and publish investment-to-pipeline returns.
Forecast & Pipeline Health — inspect stage creation, velocity, conversion, and risk; drive recovery plans.
Operating Cadence — run weekly revenue standups, monthly QBRs, and quarterly plan/allocations.
Team & Skills — define roles, certification paths, and coaching to build revenue capabilities.
Data & Systems — partner with RevOps to standardize dashboards, definitions, and data quality.
Executive Alignment — align CEO/CRO/CFO on bets, tradeoffs, and expected revenue contribution.

From Brand & Demand to Bookings

The CRMO turns strategy into an executable plan. They translate revenue goals into coverage models, budget allocations, and program roadmaps, then measure impact via standardized dashboards. They partner with Sales leaders on capacity & enablement and with CS on expansion & retention.

Success is visible in predictable pipeline creation, tighter forecast accuracy, faster velocity, and improved win rates. The CRMO’s hallmark is an operating cadence where every program has a hypothesis, KPI, owner, and decision date.

90-Day CRMO Operating Plan

  • Days 1–15: Publish lifecycle & SLA guide; baseline funnel math by segment; set quarterly pipeline targets.
  • Days 16–45: Align investment mix (inbound/outbound/ABM/partner); define attribution model; standardize campaign hygiene.
  • Days 46–75: Stand up role-based dashboards; launch weekly revenue standup & risk register; execute two high-impact ABM plays.
  • Days 76–90: QBR with ROI readouts; reallocate spend based on signal; finalize certification paths and hiring plan.

Frequently Asked Questions

How is a CRMO different from a CMO?
A CRMO’s charter centers on pipeline and bookings with explicit ownership of lifecycle, SLAs, attribution, and forecast-facing dashboards. A traditional CMO may emphasize brand, comms, and product marketing without end-to-end revenue accountability.
Where should the CRMO report?
Commonly to the CEO alongside the CRO, or as a combined GTM leadership triad (CEO–CRO–CRMO). The key is shared targets and a single operating cadence.
What metrics should a CRMO own?
Stage creation (by segment/route), velocity, conversion rates, sourced & influenced pipeline, forecast accuracy for marketing-sourced, CAC/ROI by channel, and bookings contribution.
What team rolls up to a CRMO?
Demand gen, ABM, content, digital, marketing ops, and often RevOps (or a dotted line). Close partnership with SDR/BDR leadership and CS for expansion plays.
What does “good” look like in 2 quarters?
Published lifecycle/SLAs, clean attribution, weekly revenue standups, credible pipeline coverage, and reallocation decisions driven by ROI—not anecdotes.

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