CMOs are facing doubt within their organizations that they can drive growth. Time is increasingly committed to counseling CEOs who believe they have a marketing challenge.

It’s no secret that remote work life has drastically changed the workforce since the COVID-19 pandemic. At Boathouse, we found this to be the perfect opportunity to radically redefine the way we work.

CMO tenure is the lowest it has been in over 10 years, and while new data suggests that 86% of CEOs believe CMOs have the power to influence key decisions of the C-suite.

Over the past decade, chief marketing officers have experienced a regression of trust, appreciation, and longevity. With average tenure of CMOs falling below 40 months and the median tenure at 25.5 months.

CMO tenure is at its lowest point in a decade, a statistic that calls into question the role of the CMO in general. How, and why is their tenure on the decline, and what does that mean for the C-suite as a whole?

Boylston Properties and Wilder were building something new. Aiming to transform the old Arsenal Mall into a 1-million-square-foot mixed-use development and vibrant new neighborhood called Arsenal Yards, they needed a new brand voice and identity to match, as well as fully integrated marketing campaigns that established Arsenal Yards as the next great place to shop, dine, play, work, and live.

Jennifer O’Connor, a principal at Boathouse, recently sat down with Jed Morley, VIP contributor to Valiant CEO, to discuss Boathouse’s performance autonomy survey and its key findings.

Short CMO tenures and increased turnover have captured the attention of many in the business world. However, while studies have quantified just how short these tenures are getting.

To raise the bar is to drive change, to be a leading voice, to think differently in your approaches, to carve a new path forward, to be one of, if not the, best at what you do.

Here at Boathouse, our culture is what brings us together. Our camaraderie empowers us to redefine advertising’s role and lead the way.