Introduction
When companies consider bringing in a fractional CMO, the conventional wisdom is straightforward: hire a strategist to set the roadmap and oversee execution. But according to Jackie DeMasi of DeMasi Consulting, that model often breaks down in practice—especially for smaller companies and startups that lack the internal team to carry out the strategy.
In this interview, DeMasi shares insights from her hands-on experience, including her work with MoveHx, and explains why the best fractional CMO engagements are built around a company's actual stage, resources, and goals rather than a predefined job description.
The Problem with the Traditional Fractional CMO Model
DeMasi points out that the usual advice assumes a company already has a team ready to execute. "The traditional advice is often to bring in a fractional CMO to set the strategy, build the roadmap, and oversee execution," she says. "But in my experience, especially with smaller companies and startups, the challenge is that there isn't always a team in place to execute that strategy."
At MoveHx, her role extended well beyond marketing strategy. "I've been involved in everything from digital advertising and ecommerce optimization to product launches, vendor management, and fulfillment," she explains. "In that environment, creating a strategy and handing it off wouldn't have been enough. I needed to help build the processes, manage the day-to-day execution, and prioritize the activities most likely to move the business forward."
Instead of forcing a traditional CMO model onto the business, DeMasi adapted the role to what the company actually needed. "That meant balancing strategic leadership with hands-on execution and adjusting my involvement as priorities evolved," she says. "I believe the best fractional CMO engagements are built around a company's stage, resources, and goals—not a predefined job description."
The Execution Gap Most Service Pages Ignore
When asked what most pages ranking for "fractional CMO services" leave out, DeMasi highlights a critical gap. "One thing I think gets overlooked is the gap between having a marketing strategy and having the people, processes, budget, and infrastructure to execute it," she says. "A company can have ambitious growth goals, but if its team is stretched thin, its tracking isn't reliable, or its day-to-day marketing operations aren't established, even a great strategy can fall short."
She also notes that too much emphasis is placed on the fractional nature of the role—hours worked or cost savings compared to a full-time hire—rather than on whether the engagement is structured to solve the company's problems. "Sometimes a business needs strategic direction. Sometimes it needs someone to build the marketing function from the ground up. And sometimes it needs a leader who can do both," she explains. "The key is being honest about the company's current capabilities and identifying what will make the biggest difference, rather than assuming every business needs the same fractional CMO package."
What Companies Decide Too Quickly
DeMasi observes that companies often rush to define the kind of marketing leader they need, the number of hours, or the channels to invest in before fully understanding the problem. "For example, a company might assume it needs someone for five or ten hours a week, when the real issue is that its marketing function lacks clear priorities, ownership, or the operational foundation to execute effectively," she says. "On the other hand, a company might be ready to invest heavily in paid advertising when it would benefit more from clarifying its positioning, improving its website, or fixing gaps in the customer journey."
Her advice is to start with business goals, identify what's preventing progress, and then determine the level and type of support needed. "The right fractional CMO should be willing to challenge assumptions, help prioritize where resources will have the greatest impact, and build an approach that can evolve as the business grows," she says. "It's less about buying a certain number of hours and more about finding the right partner to solve the right problems."
Key Takeaways
- The traditional fractional CMO model assumes an execution team is already in place, which is often not the case for smaller companies and startups.
- The gap between strategy and execution—people, processes, budget, and infrastructure—is frequently overlooked.
- Companies should avoid deciding on hours, channels, or role type before understanding the underlying problem.
- The best engagements are tailored to the company's stage, resources, and goals, and evolve as the business grows.
For companies considering fractional marketing leadership, DeMasi's perspective suggests that the most effective approach is to focus on solving the right problems rather than fitting into a predefined package. As she puts it, "It's less about buying a certain number of hours and more about finding the right partner to solve the right problems."
To learn more about DeMasi Consulting and their approach, visit their website at demasiconsulting.com.