I know you know this, but I'm going to say it any way - As CMOs we don't have long. CMO tenure is 44 months. My spider senses say it is less in Silicon Valley / The Tech World.

We come into companies with much enthusiasm and tons of CEO and board support. Within 2 years or so, our IQs drop to our shoe sizes and they are starting to think about firing us. So we have to work fast! ;-)

In the 1st 90 days tactically, find three things that increase revenue. Could be:

In most companies there is low hanging fruit that will make a noticeable improvement in revenue quickly. CEOs, CFOs and CROs want results now. Give it to them. Don't be confused, revenue is the CMO's job - even if you have a VP of Sales/CRO/CSO.

Driving revenue is the CMO's job.

In the 1st 90 days tactically, find three things that decrease cost. Could be:

The CEOs and CFO love costs reductions and improving productivity. Just like on the revenue side, in most companies there is low hanging fruit that will make a noticeable improvement in cost. Cut some costs. Make it happen. Cost reduction is our job.

In the 1st 90 days strategically partner with the CEO & exec team to design a category strategy by addressing:

Legendary CMOs are category designers. They don't just do marketing within markets - they create the markets. Who would you rather be, Steve Jobs or Steve Ballmer. (one guy design categories, the other guy competed).

Legends do not position their brand against existing companies in existing categories with a "we are better than them" strategy. They design new categories with their rules, so they can win with a "we are different from them" strategy.

For the love of God, Please don't fall into the re-branding trap. Many CMOs think branding fixes everything. NO. Categories make brands,