This Month: Intention.ly Turns Five
Exploring the Biggest Lessons We’ve Learned Since 2021
Tag: CMO Insights
If I handed you $500,000 today and said, “This money can only be used for growth,” where would you put it?
That’s the question we explored inside the CMO Collective at Future Proof. The responses were as diverse as they were eye-opening.
In the standing-room-only session with Kelly Waltrich, CEO and Co-Founder of localhost:10008/, and a dynamic mix of CMOs, advisors, and entrepreneurs, one truth rang out above all the noise:
Marketing isn’t just part of the business. Marketing is the business.
Beyond that foundational philosophy, several critical key takeaways surfaced:
1. Start with People
Too many advisors are doing their own marketing. They’re juggling Canva, HubSpot, email campaigns, and Facebook ads in between client calls. That’s not a marketing strategy—that’s burnout on a platter.
The first move to make with real dollars is a strategic hire: a marketing assistant, a virtual assistant, or even a marketing agency for help. Get yourself out of the weeds. Your highest value is being in front of clients and prospects, not tinkering with subject lines.
(My business partner Kelly Waltrich would say it more bluntly with her signature Philly flair: “You’re the rainmaker, not the intern. Stop playing both.”)
2. Fix the Follow-Up
Leads without follow-up are worthless. Full stop.
Advisors love to blame the campaign: “That program didn’t work. I didn’t get any clients out of it.”
But it’s more likely that the program didn’t fail, you did. Because the follow-up never happened, or it stopped too soon.
Think about the long game. That prospect who comes to your event today may not convert until two years from now. If you’re not nurturing them consistently through email, phone calls, event invitations, etc., you’re leaving money on the table.
3. Brand, Funnel, and Stack
Before you throw money at ads, answer three questions:
- Is your brand strong and recognizable? If no one knows you, you’ll waste dollars on awareness.
- Do you have a funnel? Are you intentionally moving people from awareness to decision with every touchpoint and content built out across the client journey?
- Is your MarTech stack connected? Your ad platforms, CRM, and email workflows need to talk to each other to nurture prospects through engagement to conversion.
Once those foundations are set, then you can get aggressive on digital: ads, SEO, paid social, Reddit, LinkedIn.
4. Rethinking CPAs
For years, advisors have seen CPAs as the holy grail of referral sources. But many CPAs are actually quite risk averse, viewing advisors as competitors, not collaborators.
So instead of just asking for referrals, shift the framing. Show them how adding planning to their tax practice increases the valuation of their business. Position yourself as the partner who elevates their brand. That’s when barriers come down.
Playing the Long Game
Most advisors don’t have a marketing problem. They have a discipline problem.
That may sound harsh, but it’s important to keep in mind that marketing isn’t a single campaign or a three-month investment. It’s a long-term system that requires patience, intentionality, and resources:
- Hire people to free you up
- Build infrastructure for follow-up
- Invest in your brand, funnel, and stack
- Approach partnerships strategically
- Play the long game
Answering the Big Question
So, if you had $500,000, where would you start: staff, systems, or brand?
Deciding where to allocate resources is a fundamental challenge all the marketing leaders we spoke with are facing. But I think there’s a better question:
Are you willing to invest in marketing like it’s oxygen for your business? Because that’s what it is.
Want help answering it for your business? Connect with me or Kelly for a complimentary strategy session and walk away with clarity, focus, and a plan.
Quick Summary: A marketing-minded CEO is the difference between random acts of marketing and a predictable revenue engine. This article shares 10 signs you’re working for a leader who values marketing, from putting marketing in the room where strategic decisions are made to acting as a brand evangelist. It also explores how leadership commitment impacts brand strength, lead generation, and ROI at RIAs, fintechs, and other financial services firms.
I’ve said this my entire career: marketing isn’t just a nice to have. In the right hands, it’s the growth engine of a business.
But I also know from personal experience that not every CEO believes that. Many treat marketing like a cost center or a support function instead of a powerful growth driver.
Over the years, I’ve realized there are several clear indicators of a CEO who believes in and values marketing. If your CEO checks most of these boxes, you’re in good hands:
1. They Put Marketing in the Room Where Decisions Are Made
If you’re a marketing leader and you’re not invited to meetings where business strategy, product direction, and budget decisions get made, your CEO probably doesn’t see marketing as having strategic business value. A marketing-minded CEO makes sure you have a seat at the table.
2. They Invest in Brand Like It’s a Revenue Driver
CEOs who understand the power of a strong brand don’t diminish it as “fluffy” or surface-level work. They understand that strong positioning, consistent messaging, and recognizable visual identity fuel trust, pipeline, and pricing power.
3. They Care About Outcomes, Not Activities and Vanity Metrics
A CEO who values marketing doesn’t care how many emails you sent or what the open rate was. They want to know if your activities moved the needle. They expect reporting tied to revenue, and they understand the difference between vanity metrics and business impact.
4. They Fund Marketing Before It’s Comfortable
They’re willing to invest in marketing ahead of growth by building the right team, tools, and campaigns now so the pipeline is full six months from now. CEOs who start prioritizing marketing resources only after sales slow down likely see it as a short-term fix rather than a long-term strategy.
5. They Hold Marketing to the Same Standards as Sales
They believe marketing should be accountable to revenue results, but they also understand and provide the resources, data, and authority necessary to deliver on that accountability.
6. They Value Consistency Over Campaign-of-the-Month Syndrome
CEOs who understand marketing recognize that real impact comes from steady execution, not shiny-object hopping. They give tactics time to work and invest in what they know will move the needle instead of chasing the latest trend or channel.
7. They Understand CAC and LTV
They can talk about customer acquisition cost and lifetime value without glazing over. More importantly, they understand the significance behind those metrics and use them to justify marketing spend, not cut it.
8. They Celebrate Marketing Wins Publicly
They give marketing credit when marketing sourced deals close, when brand awareness spikes, and when the firm earns media attention.
9. They Back Marketing in Cross-Functional Conflicts
When sales, product, or finance push back on marketing decisions, a good CEO steps in to protect the long-term strategy, even if it’s unpopular in the short term.
10. They Act as Brand Evangelists
They’ll get on stage at events, make guest appearances on podcasts, post regularly on LinkedIn, and use their position and platform to tell the company’s story. They understand the importance of building real connections with their target audience, and they don’t expect marketing to work without them.
I think it was Dave Gerhardt who said Life is too short to work for a CEO who doesn’t get marketing, and he’s right. When your CEO understands and values the role of marketing, you have the potential to build an incredibly powerful marketing engine at your firm, one that drives not only business success but personal growth and satisfaction. The opposite, though, is also true. If your CEO doesn’t check most of these boxes, you could be looking at a long and frustrating uphill battle. You get to decide if it’s worth it.
Every growing financial firm hits the marketing crossroads sooner or later. You need leadership to drive growth, but you aren’t sure if you need a full-time Chief Marketing Officer (CMO) or a fractional CMO.
It’s a high-stakes decision that boils down to cost, efficiency, and strategic fit. Get this wrong and you could burn a pile of cash or stifle growth.
This article will help you understand the pros and cons of a fractional CMO versus an in-house CMO for your financial firm. Let’s compare the dollars (and sense), the impact on execution, and which option aligns best with your firm’s needs.
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Show Me the Money: Cost Comparison
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Strategic Fit: What Does Your Firm Truly Need?
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The Smart Move: Picking the Right CMO for Your Needs
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No-BS Final Take: What You Need to Grow
Show Me the Money: Cost Comparison
When it comes to cost, the difference between a full-time in-house CMO and a fractional CMO is night and day. An in-house CMO in the finance industry easily commands $200K to $350K per year. Now, add the bonus incentives, healthcare and 401(k) matches, maybe even equity grants – the real annual cost can skyrocket well beyond that base salary.
By contrast, a Fractional CMO (basically a part-time or on-demand CMO service) will likely cost you a fraction of that. You get executive-level marketing brains without the full-time price tag. Typically, firms engage fractional CMOs on a contract or retainer basis – often paying only for the services they need. For example, instead of shelling out $300K a year, you might pay something like $15K a month for a seasoned fractional marketing leader to steer your marketing strategy. And you’re not on the hook for benefits, stock, or paying someone that you find out quickly is not the right fit for your business.
A Fractional CMO comes with far lower fixed costs – you pay for what you need, when you need it. The cost savings aren’t about pinching pennies; they’re about getting more marketing bang for your buck. Many companies find they can reallocate those saved dollars into actual marketing campaigns or technology, rather than one person’s paycheck.
Strategic Fit: What Does Your Firm Truly Need?
Beyond dollars, think about efficiency and day-to-day execution. Hiring a full-time CMO is a lengthy process – months of recruiting, interviews, negotiations, and then onboarding. Once they’re in, you’re looking at more time for them to truly understand your firm’s culture, clients, and compliance quirks. And if you mis-hire? You just lost six months and a truckload of cash.
A Fractional CMO, on the other hand, is often a battle-tested marketing executive who can hit the ground running. They’ve likely worked with multiple financial firms, meaning they understand the space. A good fractional CMO can dive in and start making an impact in weeks, not quarters. They’re laser-focused on the marketing strategy and high-level tactics that move the needle – not bogged down by internal politics or every minor HR meeting. In terms of efficiency, you’re paying for focused expertise and action, not for someone to warm a seat.
Fractional CMOs also bring flexibility. Need to dial up marketing efforts around a big product launch or conference season? You can scale their hours up. Need to pull back in Q1 when budgets are tight? Scale down. You get just-in-time leadership. Contrast that with an in-house CMO – you’re paying their full salary regardless of the season or your marketing calendar. If your marketing needs are cyclical or evolving, a fractional arrangement ensures you’re never overstaffed or underutilized.
Now, let’s be fair: an in-house CMO who’s a great fit can eventually become deeply ingrained in your firm’s story. They’ll eat, sleep, and breathe your brand. That kind of immersion can be powerful – they’ll be present for every internal meeting, available at a moment’s notice, and 100% dedicated to your firm. If your firm is large or at a stage where constant, hands-on marketing leadership is needed every single day, having your own CMO in the building can streamline execution. They can build a team around them and create a marketing engine from within.
The flip side: Many advisory firms simply don’t have 40+ hours of CMO-level work every week. If you’re a mid-sized wealth manager or fintech startup, your top marketing needs might be strategic guidance, setting up campaigns, and reviewing results – which might amount to a few intense days of work a month. In that scenario, a fractional CMO is more efficient by design. You get peak output during those crucial planning sessions and campaign launches, and you’re not paying for downtime. In other words, the fractional exec isn’t twiddling their thumbs – they’re off to help another company when they’re done whipping your marketing into shape. Efficiency-wise, it’s like hiring an elite sprinter for a relay race instead of a marathoner to jog the whole course.
Compliance and Regulations: One more consideration in the financial industry: expertise with compliance and regulations. Marketing a wealth management or fintech firm isn’t like marketing a trendy app – screw up a disclaimer or social media post and you could invite regulatory scrutiny. Whether you go fractional or in-house, you need someone who gets the highly regulated environment we operate in. The advantage of a fractional CMO who specializes in financial services is that they’re already fluent in things like SEC advertising rules and FINRA guidelines, so you won’t spend forever babysitting them on compliance. If you hire in-house from outside the industry, factor in that learning curve. In a world of Form ADVs and disclosure requirements, domain knowledge isn’t a nice-to-have, it’s non-negotiable. Make sure whoever leads your marketing won’t accidentally run you afoul of the regulators.The Smart Move: Picking the Right CMO for Your Needs
The bottom line is strategic fit. The right choice hinges on your firm’s size, growth stage, and marketing ambitions. To figure out what you truly need, consider these scenarios:
Go Fractional If:
- You’re a scaling firm that needs help now, not six months from now. (Maybe you have an aggressive growth target or a looming product launch, and you can’t wait around to court a full-time CMO.)
- You crave senior-level strategy but can’t justify a full-time CMO salary yet. This is common for boutique advisory firms or fintech startups operating on lean budgets.
- You have a marketing team in place but no strategic leader to guide them. A fractional CMO can coach your existing staff and elevate their game, without you having to add a permanent exec to payroll.
- A fractional engagement lets you test the waters. If it delivers big results, you can always expand the role (or hire full time later). If not, you cut ties easily.
- You value an outside perspective. Fractional CMOs often bring fresh eyes from working with multiple firms. They’re more likely to call out the BS and pinpoint opportunities your internal folks might overlook.
Go In-House If:
- Marketing is mission-critical to your firm’s differentiation, and you need a leader immersed in it every day. For example, if you’re a large asset manager or a tech-forward RIA with complex, ongoing campaigns, a full-time CMO’s constant presence can be a game-changer.
- You have the budget to invest in top talent long-term and you’re willing to pay for someone who will become a key part of your executive team. This includes being ready to offer a competitive comp, bonuses, and maybe equity.
- You need someone on-site for day-to-day decisions and rapid-fire collaboration. If your culture thrives on having leadership physically present and deeply involved in daily ops, an in-house CMO fits better.
- Your marketing needs are broad and intensive – spanning from high-level strategy down to managing large teams, vendors, and complex initiatives all year round. In this case, a 40+ hour/week pro dedicated solely to your firm might be worth the cost.
Be honest about where your firm stands. A 15-person wealth management firm with moderate growth goals probably doesn’t need a $250K-marketing executive sitting in the corner office. Meanwhile, a fast-growing fintech aiming to double revenue in a year might outgrow what a part-time advisor can offer.
The beauty is, the decision isn’t set in stone – you can start fractional and go full-time later if needed (in fact, some firms treat fractional CMO engagements as a springboard to eventually bringing the role in-house once the value is proven). Conversely, you can transition an underutilized CMO role into a fractional consultancy if you realize you jumped the gun.
No-BS Final Take: What You Need to Grow
Whether you opt for a fractional CMO or an in-house CMO, it all comes down to what moves the needle for your firm. Don’t get hung up on titles or trends – focus on results. If budget efficiency, flexibility, and quick strategic impact are top priorities, a fractional CMO could be your secret weapon. If you have the resources and need a day-in, day-out marketing quarterback embedded in your team, an in-house CMO might be worth the investment.
The winning play is to be brutally honest about your firm’s needs and pick the option that delivers the best return on your marketing dollar. In the end, the right CMO (fractional or not) should pay for themselves by driving growth.
Curious if a fractional CMO is the right strategic fit for your firm? Contact us to help weigh the options.
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One of the most important metrics for firms looking to grow effectively is the marketing-to-sales ratio (M:S ratio). This metric helps align your marketing and sales efforts by quantifying how much you’re investing in generating revenue. Whether you’re scaling a startup, optimizing a mature business, or navigating a new market, understanding and calculating this ratio can significantly impact your bottom line.
What Is the Marketing-to-Sales Ratio?
The marketing-to-sales ratio is the percentage of your total revenue that you invest in marketing. It measures how much money your business spends on marketing for every dollar of sales generated.
Formula:
M:S Ratio=(Revenue/Marketing Spend)×100
For example:
- If your annual revenue is $1 million and you spend $100,000 on marketing, your M:S ratio is 10%.
Why Does the Marketing-to-Sales Ratio Matter?
- Budget Allocation: Helps to ensure you’re investing enough in marketing to drive sales growth without overspending.
- Benchmarking: Provides a way to compare your spending against industry standards and competitors.
- Performance Insight: Highlights how efficient your marketing efforts are in generating revenue.
- Scalability: Guides you in scaling your marketing spend proportionally to revenue growth.
How to Calculate Your Marketing-to-Sales Ratio
Determining your M:S ratio involves a few simple steps:
Step 1: Define Your Marketing Spend
Include all costs related to marketing, such as:
- Paid media (Google Ads, social ads, etc.)
- Marketing technology (CRM, email platforms)
- Content creation (blogs, videos, design)
- Agency fees or outsourced services
- Event sponsorships and trade shows
- Internal marketing team salaries
Pro Tip: Be consistent with what you include as “marketing spend” to ensure accurate comparisons over time.
Step 2: Calculate Total Revenue
Use your gross revenue figure for the time period you’re analyzing (e.g., monthly, quarterly, or annually).
Step 3: Apply the Formula
Divide your marketing spend by total revenue and multiply by 100 to get your percentage.
Example:
- Marketing Spend: $150,000
- Annual Revenue: $2,000,000
M:S Ratio=(2,000,000/150,000)×100=7.5%
Your M:S ratio is 7.5%.
What Is a Healthy Marketing-to-Sales Ratio?
The ideal ratio varies depending on your industry, business model, and growth stage. Here are some general benchmarks:
- Early-Stage Startups: 10–20% (high investment to fuel growth and brand awareness)
- Mature Businesses: 5–10% (steady-state growth with optimized spend)
Note: These benchmarks are not one-size-fits-all. Consider your specific goals and market conditions.
How to Adjust Your Ratio
Your M:S ratio should align with your business goals. Here’s how to interpret and adjust your ratio:
- High M:S Ratio (>15%):
- Likely indicates heavy investment in marketing.
- Works well for startups or businesses launching new products.
- Consider whether your spending is driving proportional growth.
- Low M:S Ratio (<5%):
- May indicate underinvestment in marketing, potentially stalling growth.
- Focus on increasing marketing spend strategically, particularly in high-ROI areas like digital advertising or SEO.
- Balanced Ratio (5–15%):
- A good starting point for most businesses.
- Continuously monitor and refine based on ROI.
How to Evaluate Marketing ROI Against Your Ratio
Having a healthy ratio is only part of the equation. You also need to measure the effectiveness of your marketing spend:
- Cost Per Lead (CPL): How much does it cost to acquire a new lead?
- Customer Acquisition Cost (CAC): How much does it cost to acquire a new customer?
- Lifetime Value (LTV): Does your customer value exceed your acquisition costs?
By tracking these metrics, you can determine if your marketing spend is generating a healthy return on investment (ROI).
Tips for Optimizing Your Marketing-to-Sales Ratio
- Start with Clear Goals: Define your revenue and customer acquisition goals before setting your marketing budget.
- Invest in High-ROI Channels: Prioritize tactics like SEO, email marketing, and paid ads that consistently deliver results.
- Scale Proportionally: As your revenue grows, ensure your marketing spend scales with it.
- Leverage Automation: Use tools like marketing automation platforms to reduce inefficiencies.
- Test and Refine: Continuously test campaigns to find the optimal spend for your target audience.
M:S Ratio: A Balancing Act
Use your marketing-to-sales ratio as a strategic tool to balance marketing investment and firm growth. By calculating and optimizing this ratio, you’ll gain better visibility into how your marketing efforts contribute to revenue and ensure you’re spending wisely to meet your objectives.
Are you tracking your M:S ratio? Let us know your biggest challenges or wins in aligning marketing spend with revenue goals!
As we approach the end of the year (!), I’ve spent a lot of time talking with my team and our clients about what they can do now to hit the ground running in 2025.
One of the most overlooked but wildly important elements of a firm’s success is determining how leadership is going to be measured – marketing leaders in particular. Often, CMOs are held to hazy objectives or subjected to constantly moving goalposts, making it nearly impossible to point to the impact of marketing on the organization’s broader goals.
Having worn the CMO hat myself, I know how difficult it is to do the job without knowing exactly what I’m working towards – and how motivating it is when I do.
If you’re unsure about how to measure your marketing leader’s success, I’ve broken down five ways to do so:
1. Contribution to revenue: The first is probably the most important – and to be very clear, your marketing leader should want to be measured against the impact he or she has on revenue. That’s the sign of someone who understands the role marketing is supposed to be playing, and who has skin in the game when it comes to driving real business results.
Scoring against this goal requires setting up meticulous reporting and analysis (for both the marketing AND the sales team) of critical metrics like pipeline generation, lead response time, customer acquisition cost, and sales cycle length.
2. Lead generation: I don’t recommend this as a measure of success unless you’re selling into a large number of firms and executing pure volume plays to drive growth. If that applies to you, use your revenue goals and average sales close rate to determine how many leads per month you’ll need marketing to bring in.
Be sure the number you give them is realistic – otherwise, you’re setting the team up to fail OR to generate junk leads in pursuit of their goal, which only breeds animosity and mistrust between sales and marketing functions.
3. Opportunities and connections: Volume goes out the window when your firm is focused on selling into a few large enterprises rather than boiling the proverbial ocean. In this case, your marketing leader should be goaled on their team’s ability to create demand within these organizations, gain visibility with top executives, and tee up opportunities for the sales team to take across the finish line.
Sales and marketing alignment is always important, but it becomes especially so when organizations are hunting big enterprise deals. These teams need to work in lockstep to develop pitches, sales enablement resources, and messaging that reflects the conversations sales is having within these key accounts.
4. Audience growth: Your marketing team should be able to not only generate awareness for your firm, but also turn that attention into audience expansion and community-building through a consistent flywheel of educational content, compelling events, thought leadership and a highly active social media presence.
Social media followers and newsletter subscribers are basic barometers of audience growth, but you should also be looking for increases in unique website visits, branded traffic, engagement with emails, and webinar and event attendance. As your audience grows, you should also see related indicators like shorter sales cycles and lower customer acquisition cost.
5. Growth of wallet share within existing clients: Client success, retention and expansion can’t just fall to your customer support function. Good marketing leaders understand the wealth of opportunities represented by your existing client base, from the ability to tap into case studies and testimonials to upsell and cross-sell promotions that not only add to the bottom line, but also create additional stickiness for the business.
Ideally, your marketing leader will be goaled on all or most of these objectives – and if they are, their compensation should be set accordingly. Define your marketing leader’s goals, communicate them clearly, and work together to set the team up for success.
Need more help? I absolutely love talking about how to maximize the potential of marketing, and I’ll always be an advocate for CMOs in this industry. Grab some time on my calendar here!
In my role at localhost:10008/, I’ve had the opportunity to help a number of firms build or optimize their in-house marketing teams, many of whom were also orchestrating outsourced work across multiple agencies. And I’ve learned there’s a distinct formula for success when it comes to the timing of who to hire in house and what to outsource.
The order of hiring, while contingent on budget and resources, has to be prescriptive and directly correlated to the level of sophistication your firm is ready to handle in-house versus leaning on the expertise of an outsourced agency to guide your marketing efforts.
See below for a rough sketch to work from.
Phase One
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In-House Roles |
Agency Roles |
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Ideally, you’ll work with an agency that can expertly handle all of the above. In this stage, marketing strategy could also be managed in house by a marketing-minded business leader, likely the founder.
Perhaps the most important thing you’ll do in this phase is establish the metrics that will guide your ongoing efforts. These KPIs need to be communicated effectively across your in-house and agency teams so everyone can work in sync toward the same goals.
Phase Two
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In-House Roles |
Agency Roles |
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By this stage, you can begin putting together and publishing assets in house, starting with a content specialist and adding a designer when you’re ready. Your agency can guide your strategy, optimize your digital efforts, and, in this phase, establish a solid foundation for your marketing operations to keep your lists and processes organized.
Phase Three
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Your VP of marketing should be a master manager of people and agencies, coordinating collaboration and campaign execution. He or she should be able to provide light strategy guidance, but at this stage, you’ll still need an agency for overall strategy, digital marketing, and extra support where necessary.
In this phase, I also recommend bringing marketing operations in house. As your marketing efforts ramp up and lead generation accelerates, keeping your workflows streamlined, your lists clean and organized, and your marketing-to-sales handoff process seamless becomes even more critical. If I could do just one thing differently as I was building an internal team, it would be to hire marketing ops sooner!
Phase Four
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It’s time to bring strategy in house under the leadership of a CMO — and strategy is the key here, as a lot of organizations will hire CMOs who are more adept people managers than true strategic visionaries. You’re looking for a complementary partnership between a CMO who can manage up, earning a seat at the leadership table, and a VP of Marketing who can manage down, keeping the day-to-day tactics in motion and optimized.
In this stage, the marketing generalist is either phased out or steps into a more specialized role on the team.
Phase Five
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At this stage, your marketing engine is humming; if events are part of your firm’s overall growth strategy, you’ll want to add an events specialist to optimize your presence and maximize that fairly expensive investment.
You’ll notice we still recommend outsourcing digital marketing, even for the most sophisticated and mature marketing organizations. Here’s why: by this phase, a good digital marketing agency will know the nuances of your business, your target audience, and your competitors’ campaigns inside and out. That means they can effortlessly fine-tune campaigns and critical metrics like cost per lead and client acquisition cost to help you make the most of your budget. Most agencies also have greater visibility into the competitive landscape than your in-house team does, giving you an extra advantage.
At this point, you might also want to consider retaining an agency for specialized support conceptualizing and executing innovative strategies outside of your typical campaigns. Think of this as a consulting partnership to amplify your already high-performing marketing efforts.
Finally, I don’t think there’s a single phase in your growth journey wherein you wouldn’t benefit from extra support. As you hire, build your team, and continue evolving your business, you’re going to need extra hands to fill gaps and keep your engine running smoothly. This is where an agency that’s built to scale up and down with your firm becomes an invaluable extension of your team.
In our continued goal to redefine growth strategies for financial services firms, the addition of industry heavyweights Randy Lambert and Joe Steuter signals a new era here at localhost:10008/. As EVP of RIA Solutions and Chief of Communications, the pair will continue to help us redefine the boundaries and impact of a fully integrated growth strategy, connecting marketing, communications, sales, partnership development, client experience, and operations to drive accelerated, sustainable growth.
“My vision for localhost:10008/ has always been to transcend traditional marketing boundaries and help companies build a growth engine that drives success from every angle,” says Kelly Waltrich, CEO and Co-founder. “I’d put our team’s marketing prowess up against any out there, but the truth is that organizations of all sizes often struggle to align growth-related functions outside of marketing. With Randy and Joe joining our team, we’re not just expanding our capabilities—we’re redefining how we enable our clients to achieve their growth goals.”
The addition of Lambert and Steuter comes nearly one year after Waltrich and localhost:10008/ launched a new sales consulting and outsourced SDR division, spearheaded by fellow Orion alum and fintech sales leader, Kyle Hiatt. With the added breadth of experience and a deep understanding of the challenges and opportunities its clients face, localhost:10008/ is well-positioned to offer even more comprehensive and strategic guidance to connect marketing, business development, client experience, and operational efforts more intentionally.
To his role as EVP of RIA Solutions, Lambert brings a 31-year, proven track record of leadership and growth optimization at fintech leader Orion. Lambert’s role at localhost:10008/ will focus on helping fast-growing RIAs streamline and scale their operations, elevate their client experience and foster impactful partner relationships.
“There aren’t many marketing agencies that can untangle the complex needs of a business trying to scale, but that’s precisely what we’re doing at localhost:10008/,” said Lambert. “What truly differentiates us is the breadth of our service offering. localhost:10008/ is undoubtedly unmatched in our delivery of marketing strategy, lead generation, and content development; however, our added competitive advantage lies in our deep capabilities around operational infrastructure, tech enablement, and client experience optimization. This all-in-one approach is unprecedented in our industry, and that, along with the caliber of clients localhost:10008/ has and the level of trust they put in the team, are what drew me to join. I’m thrilled about the possibilities ahead.”
As Chief of Communications, Steuter brings over 20 years of experience in brand marketing and communications to localhost:10008/, including his most recent distinguished role at Carson Group. At localhost:10008/, Steuter will empower organizations to implement cohesive brand storytelling strategies that drive awareness, authority, and demand, and support broader strategic communication needs related to GTM, M&A and change management.
“Kelly and I have shared a mutual admiration and respect for many years, and I’m thrilled to dive into this new chapter with her and the localhost:10008/ team,” said Steuter. “We’ve witnessed the industry evolve and share a vision for redefining the role of marketing. It’s not just about building brand identity or generating leads; it’s about engineering an intentional, integrated strategy that empowers organizations to grow with purpose and impact.”
This level of coordinated, strategic growth work is already making significant strides for several localhost:10008/ clients who are experiencing the benefits of this integrated approach.
“I often describe us as a growth SWOT team—we can mobilize, assess the full picture, identify unique opportunities, and implement a holistic plan that moves our clients toward their growth goals with greater speed, efficiency, and impact. With Randy and Joe joining our already multi-dimensional team, we’re operating at full, unrivaled capacity and redefining how financial services firms tackle their growth strategies.”
—Kelly Waltrich, CEO and Co-founder
Connect with Joe about your firm’s communication strategy or Randy about your firm’s client experience or operational infrastructure.
Let’s face it, the business landscape is fueled by debate — and the marketing arena is no exception. Activity vs. results. Brand buzz vs. loyalty. It’s the constant back-and-forth that keeps things interesting (and sometimes frustrating). But there’s one debate that’s particularly relevant for financial firms today: Fractional CMO vs. In-House CMO.
Here at localhost:10008/, we’re not about pitting one against the other. It’s more about finding the right tool to drive your success. Because done well, marketing is the ultimate growth engine to increase brand awareness, engagement, and sales.
That’s why we created The localhost:10008/ Advantage, a series designed to equip financial services and fintech leaders with the knowledge and insights to conquer the ever-evolving marketing landscape.
Why Marketing Matters More Than Ever in Finserv & Fintech
The way financial institutions market themselves has undergone a seismic shift. Traditional media campaigns have become relics of the past as consumers demand a seamless, digital experience. Navigating this new landscape takes a strategic overhaul to deliver the personalized experiences consumers have grown to know — and expect.
An understanding of SEO, PPC advertising, content marketing, and social media is no longer optional. It’s the table stakes for staying competitive.
And, unlike many other industries, finserv and fintech operate in a heavily regulated environment. Marketing efforts must comply with strict regulations designed to protect consumers.
Aligning Marketing With Business Objectives
When it comes to marketing leadership at your firm, there’s no one-size-fits-all answer. Ultimately, choosing between a full-time or a fractional CMO hinges on a deep understanding of your organization’s specific needs and goals.
However, before we share some key components of each model, let’s address a fundamental truth: without a clear organizational strategy, neither a fractional nor an in-house CMO can achieve maximum results. Aligning marketing goals with your overall business objectives is paramount. This means ensuring your marketing team and especially your marketing leader understand the broader organizational goals and can translate them into actionable marketing plans.
In the following sections, we’ll explore how both full-time and fractional CMOs can contribute to your organization’s success, considering factors such as:
- Organizational size and structure
- Marketing budget and resources
- Internal marketing team capabilities
- Specific project needs
By carefully evaluating these elements, you can make an informed decision that positions your business for long-term growth.
Which CMO Model is Right for Your Business?
| Advantages of a Fractional CMO
A fractional CMO offers a flexible and cost-effective approach to accessing high-level marketing expertise. These professionals bring a wealth of experience and industry knowledge to your organization without the long-term commitment of a full-time hire. |
Advantages of an In-House CMO An in-house CMO offers deep institutional knowledge and a long-term perspective on your business. This role is critical for organizations that require a dedicated marketing leader to drive strategy and build a high-performing marketing team. |
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Helpful Tips For Hiring a Fractional or In-House CMO
- Clearly Define Your Needs: Determine your biggest marketing challenges and goals. What specific expertise do you need?
- Experience & Track Record: Look for someone with a proven history of success in your industry or a relevant niche. Has this person worked in finserv or fintech?
- Cultural Fit: A good CMO will seamlessly integrate into your existing culture. How do you envision a successful partnership?
- Communication Style: Choose someone who communicates effectively and aligns with your preferred approach to collaboration. What is the organization’s preferred communication style?
Make sure you can clearly articulate these answers before expecting a good fit.
End Goal: High-Performing Marketing
Crafting a winning marketing team requires a strategic approach that aligns with your overall business objectives. As discussed earlier, the decision to hire a full-time or fractional CMO is a critical step in this process.
While both models offer distinct advantages, the key lies in understanding your organization’s specific needs, resources, and goals. Remember to consider factors such as business size, marketing maturity, budget, and project scope to determine the best fit.
The ultimate measure of success is not the CMO model itself, but the impact it has on your bottom line. A well-structured marketing function — whether led by an in-house or fractional executive — can drive significant revenue growth, enhance brand reputation, and increase customer loyalty.
localhost:10008/, the growth engine design consultancy firm transforming the way finserv and fintech companies approach marketing, is dedicated to helping financial services firms build high-performing marketing teams. Our expertise in the industry allows us to provide tailored solutions and actionable insights. Learn more about our Fractional CMO Services and contact us today to explore how we can partner with you to achieve your marketing goals.
And stay tuned for the next in our series: Tips for Marketing to Financial Advisors.
Your marketing team – whether in house, outsourced, or some combination thereof – is arguably the single most important tool you have for driving growth at your firm. (I may be slightly biased, but I’m not wrong 😉).
Which makes hiring your marketers a critical decision for the future of your business.
The problem is that “marketing” has become a catch-all term for what actually encompasses a number of different skill sets and competencies, including but surely not limited to:
💪 Execution ninjas, highly skilled at implementing marketing tactics
🖼 Creative specialists like copywriters and designers
📊 Paid digital and demand generation experts
🤸♀️ Generalists that dabble in a little of this and a little of that
🦄 The very rare unicorn who can do it all — strategy and execution
There’s also what I like to call the people manager, someone adept at facilitating projects or hiring and working with agencies, but lacking any real strategic and tactical ability.
With all of these important but different proficiencies falling under the umbrella of marketing, it’s dangerously easy to pull the trigger on the wrong person, particularly if you or your hiring team aren’t deeply versed in the nuances of marketing orchestration.
Hiring the wrong marketer for your business’s needs and goals isn’t just costly and frustrating. It can also lead you to believe that marketing doesn’t work and therefore you don’t need it – and you can’t make a bigger business mistake than eliminating marketing.
So before you even think about opening a job rec on LinkedIn, consider these questions:
- What does your business need from this role?
- What are your growth goals for the next one to five years?
- How do you envision this person supporting those goals? Be specific.
Use the answers to these questions to craft your job description. And as you begin evaluating candidates:
- Look for proven success driving growth for businesses like yours and in the same stage as yours.
- Don’t be afraid to test candidates as part of the interview process, especially if you’re looking for a creative expert or someone to drive strategy.
- Ask for referrals and use them. Make sure you’re not getting a people manager masquerading as an execution ninja.
- Consider using a consultant to help you identify which candidate is which, and what you really need for your business.
- Dig extra deep on the folks who claim they can do it all. In my experience that’s 1% of marketers or less and you’re likely being punked.
Don’t let the wrong marketing hire derail your growth efforts. Spend the time up front to understand the skills and expertise you really need, and don’t settle until you find it.
🔔 Contact me if I can help you avoid this business booby trap.
Kelly Waltrich is Co-Founder & CEO of localhost:10008/