CMO – Growth and Brand — Data-Products Franchise

The mandate

A privately held data-products franchise has spread growth investment across paid, partner, field, content and customer channels without a reliable view of incrementality. Attribution reports award the same opportunity to several activities. The board needs a new CMO to restore commercial evidence and brand credibility together.

The CMO – Growth and Brand will influence approximately S$1,550 million in annual recurring revenue and lead around 625 employees and material partners. The remit covers growth strategy, brand, demand, customer insight, lifecycle, communications, field and partner marketing, marketing operations, investment and talent. The executive answers to the Group Chief Executive or designated executive committee sponsor.

The first task is to reconcile the growth baseline. Spend, exposure, engagement, qualified demand, conversion, adoption, expansion and payback should be viewed by cohort and segment. The CMO will identify double counting, selection bias and capacity constraints so the board can distinguish activity that changes customer behaviour from activity present near an outcome.

Incrementality needs controlled evidence. Holdouts, geographic tests, timing, matched cohorts and clear counterfactuals should be used where appropriate. Not every enterprise programme can be randomised, but every major investment can state the mechanism and evidence that would disprove it. Attribution alone should not protect a channel from reallocation.

Brand salience must be built around a useful customer meaning. Data quality, insight, integration, governance or model performance may provide the franchise’s strongest territory, depending on actual product advantage. The CMO will define priority buying situations and ensure message, product proof and customer experience reinforce the same promise.

Reliability affects the right to make that promise. Marketing should join product and operations in defining which claims are currently supportable, how incidents are communicated and what recovery evidence customers need. Brand management cannot suppress operational facts; nor should a temporary failure erase differentiated value after credible remediation.

Channel investment will follow customer journey and economics. Partners, direct sales, digital demand, communities and customer advocacy each influence different decisions. The leader will fund the combination that produces incremental qualified demand and retained value, while stopping familiar programmes that generate reach without commercial consequence.

The common growth scorecard should unite marketing, sales, product and customer success. Definitions for qualified demand, sourced and influenced pipeline, active use, expansion and churn need named owners. Review meetings should address causal variance and resource choices rather than negotiate credit.

The marketing organisation requires analytical, product and market depth. The CMO will assess leaders, agency dependence and regional capability, then clarify decision rights between central brand, growth specialists and market teams. Succession should protect customer insight and measurement capability as carefully as creative leadership.

Growth forecasts will include sales capacity, product readiness and customer health. Pipeline cannot be treated as deliverable revenue without conversion and timing evidence. Reliability recovery, channel spend and brand investment should appear in the same economic outlook.

Why this seat is open

An accelerated transition has created an urgent replacement. Interim accountability protects active programmes, but growth allocation and reliability communications need one permanent owner. A confidential external process is intended to produce a permanent appointment within six to eight weeks.

What you will own

• Establish an incremental growth baseline across channels and cohorts.
• Steward investment affecting approximately S$1,550 million of annual recurring revenue.
• Define a differentiated data-products brand territory supported by evidence.
• Integrate reliability facts into claims, communications and customer proof.
• Lead approximately 625 employees and material partners.
• Reallocate spend using controlled tests and lifetime economics.
• Create one growth scorecard across marketing, sales, product and success.
• Build analytical, product-marketing and leadership succession.

The first 12 months

The opening 90 days should reconstruct growth economics, meet the 30 stakeholders closest to channel investment and assess leaders. Review priority customer decisions and reliability evidence. Agree segment, claim, spend and measurement gates with the board.

Months four to nine should run selected incrementality tests, withdraw unsupported claims and reallocate budget. Implement common funnel definitions, strengthen capability and connect recovery proof to customer programmes. Early value may include better qualified conversion, lower payback, improved expansion or released spend.

By the first-year close, efficient demand, brand salience and a common growth scorecard should support one commercial story. Results must remain within 10% of approval, with three forecasts aligning spend, pipeline, cash, customers and people. Severe claim or reliability issues require verified closure inside 30 days.

What the board will measure

• Incremental qualified demand and payback by channel and cohort.
• Brand salience in the priority customer buying situations.
• Claims supported by product, reliability and customer evidence.
• Investment withdrawn from activity unable to prove contribution.
• Retention above 90% for critical marketing talent and ready cover for 70% of direct reports.
• Growth forecasts reconciled with sales capacity and product readiness.

The person

You are a CMO, Growth Officer or Regional Marketing Vice President with 22–28 years in technology or an adjacent enterprise. You have proved commercial contribution through controlled evidence rather than reach, activity or awards.

Your accountable P&L, book, budget or portfolio has been at least S$900 million, and you have led 450 or more people. Examples should show personal allocation choices and results sustained across two reporting periods.

You understand data products, enterprise buying and brand recovery after an operating issue. You can challenge an attractive attribution story, work transparently with product and engineering and retain creative and commercial followership through budget changes.

Compensation and terms

Base pay is S$360,000–480,000 plus annual incentive. The permanent appointment is onsite in Singapore and supports international relocation, with no remote arrangement. A notice period up to six months can be accommodated.

Confidentiality

The client, predecessor, channel evidence and reliability history are protected. Identity will be disclosed after a confidential fit discussion under mutual terms; all public facts are rounded and blended.