ראיון עם רייצ'ל פרסנט
ערכנו ראיון עם רייצ'ל פרסנט, מנהלת שיווק במיקור חוץ, מומחית לאסטרטגיית צמיחה לחברות. אמא ומתגוררת בניו יורק.
הראיון באנגלית ומובא במלואו פה.
Hi Rachel,
Thank you so much for agreeing to the interview!
I’ve prepared a set of questions that relate to your experience as a Fractional CMO and the broader trends shaping this space.
You’ve worked with B2B startups and global tech brands for years. What inspired you to focus on the Fractional CMO model instead of joining a company full-time or running a traditional agency?
Fractional CMOs have a lot to offer that traditional in-house roles can’t. For me, being fractional provides increased flexibility and opportunity, as well as the chance to focus on what I do best. I can work when and where I want, whether that’s a Tuesday morning, or a Saturday night, and I can choose not to do work I’m not passionate about, or where I don’t excel.
From your perspective, what’s the key difference between a Fractional CMO and an external marketing consultant or agency partner?
A fractional CMO serves as a part of the team in a way that’s hard for external marketing agencies to emulate. I’m part of the companies I work with—invested in their success, and working as part of the company. It’s all the advantages of having someone in-house, without the need to have them full-time.
How do you balance strategic leadership with the hands-on execution clients often expect from you?
Working as a fractional CMO really requires a combination of “head and hands”. I’m going to provide the leadership and strategy needed to succeed, and I’m going to figure out who’s going to do that execution and run it. I’ve realized that my particular skill is more on the strategy side of things, so that’s where I focus. I’ve built an outstanding network of professionals who can work on the execution piece, and by bringing in a fractional CMO, companies gain access to all the colleagues of the person they hire. Given the choice, wouldn’t you rather have world-class people on board?
The Fractional CMO model is growing rapidly in North America and Europe. How mature do you think the market is today, and what are the biggest adoption barriers you still encounter?
The fractional CMO market is growing fast. Just recently I was introduced to a CEO who said “I need you!” A few years ago, no one had heard of fractional work. Today, it’s the hot topic. The market still isn’t mature in the sense that many people still haven’t heard of what we have to offer, but it’s getting there. As I speak to CEOs and explain what I do, I see a light go off in their heads; often, they know they need strategy help, but don’t have a massive budget, or don’t need someone full-time. They thought they were stuck with a real problem, but a fractional CMO can provide a solution.
Based on your experience, which industries or company stages benefit most from this model?
Most companies looking to grow can benefit from a fractional CMO. Below a certain size, it’s likely not worth the investment. The specific number depends on the industry. A post-seed SAAS company won’t have the ARR that a company will coming out of a series B round, but they might have similar needs. Above a certain size, it will make more sense to bring someone on in-house. Large companies will absolutely still need a CMO or VP full-time, though I think the definition of full-time is changing.
How do you typically structure engagements- is it retainer-based, project-based, or tied to performance outcomes?
My engagements are generally retainer-based. I usually start with a marketing audit and strategy project, and then from there, work on either a more or less intensive basis with a client. That way, they know exactly what their spend will be with me, and I’m not trying to fit what I need to do into a certain number of hours.
When entering a new organization, what are the first three marketing metrics or KPIs you evaluate to understand its health?
When I first engage with a new client, there are specific questions I always ask, rather than KPIs, necessarily. These questions are about how they want to grow, what stands in the way of that growth, and how they see their company story. More than anything else, that gives me a sense of the business and whether we might be a good fit to work together.
Could you share a specific example where a strategic change you introduced made a measurable impact on growth or revenue (without revealing sensitive details)?
Absolutely. One channel that’s often underused is email. By optimizing email, I was able to increase a client’s email open rate 5X. The click rate went up from 1% to 19%, and revenue also increased. So many companies don’t make the most of their email, and by offering real value to customers/clients, you can make a drastic change in outcomes.
In your opinion, how is AI transforming marketing leadership today, and what are the tools or workflows you personally find indispensable?
AI is transforming marketing, the same way it’s transforming everything right now. I’m constantly hearing about new tools, and trying them out. Some of my favorite tools right now include chatGPT, with custom GPTs for each client, Gamma for presentations, Canva for design, and Claude for content (in addition to chatGPT). I’m sure there are others I’m just not thinking of at the moment!
We’re seeing the rise of Fractional Executives across departments - CMOs, CFOs, even CTOs. Why do you think this model resonates now more than ever?
Companies want best-in-class talent, but the 40-hours-a-week model is quickly becoming outdated. There’s nothing magical about 40 hours, and companies are realizing that if they bring on senior professionals on a fractional or part-time basis, they can get all the benefits without all the associated costs.
Finally, what advice would you give to founders or CEOs who are considering hiring their first Fractional CMO. What should they look for, and what red flags should they avoid?
Hiring is hard, and there’s sort of no way around that. For me, the indispensables I look for are curiosity and willingness to learn. The world is just changing so fast that someone who isn’t pushing themselves will be out of the loop by tomorrow. On the other hand, if you find a person who’s constantly pushing, they’re more likely to be able to keep up. I’d ask any fractional CMO what they’re learning about AI, and what’s surprised them recently. I’d ask them what they’ve learned recently (that could be outside of work) and I’d ask about their relationships with colleagues and people they’ve supervised. It’s great if people get along well with management but so often people don’t ask how someone gets along with the people they manage, and that’s every bit as critical.
