Suggestions
Judd Marcello
EVP & Chief Marketing Officer at Conexiom
Judd Marcello is a seasoned senior executive with over 25 years of experience in delivering impactful B2C and B2B marketing leadership in various industries globally.
His career spans across renowned organizations: He currently serves as the Executive Vice President & Chief Marketing Officer at Conexiom.
Previously, Judd held key leadership roles as the Executive Vice President, Global Marketing at Cheetah Digital, and as the Senior Vice President, Global Marketing at Smartling.
Prior to these roles, he served as the Senior Director of Marketing, EMEA at Salesforce and as the Director of Marketing & Public Relations (EMEA) at eBay Enterprise Marketing Solutions.
Judd's diverse professional journey includes positions such as Senior Brand Manager at Canon Australia, Senior Channel Development Manager at Black & Decker, and Trade Marketing Manager at Welch's.
Before venturing into marketing, Judd honed his skills in sales, serving in roles such as Territory Manager at Danone and Nestlé, Sales Executive at Rhode Island Distributing, and Sales Executive at Specialty Beverage.
He has extensive experience in the software, consumer packaged goods, consumer electronics, and food and beverage sectors, having worked across markets in the United Kingdom, Americas, Australian, and European regions.
Highlights
Start-ups are hard – we don’t call them “end-ups” for a reason. If we knew where they’d end up, we’d know what to do next.
This thought, which I shared in a recent internal company message, has been on my mind. I want to expand on it. This post is about mindset.
The start-up journey begins with optimism, ambition, and vision, yet inevitably, pain arises. This pain, whether external barriers or self-inflicted wounds, isn’t just hardship – it’s a chance to improve, to find a better way.
I’ve worked in start-ups since 2009, been CMO at a few, and now I partner with many as an exec recruiter. My background affords me a unique perspective on start-ups and their challenges and opportunities. As an ex-operator/exec recruiter, I have a deeper appreciation of the start-up landscape and a better understanding of a critical aspect of their journey – the complex process of talent matching, especially at the executive level.
The start-up journey isn’t so different from the individual career journey. Careers start with optimism, ambition, and drive, yet inevitably, pain arises. In my daily interactions with start-up execs, these parallels become evident.
Each time you start a job search, it brings pain. We’ve all been there – updating resumes, tapping networks, trying to stay “productive,” rejection, and navigating through uncertain job markets.
Careers are hard, too.
Those pains are growth opportunities for finding roles that help us realize our full potential. Embracing these pains is a struggle, but the struggle is the reward.
My career, influenced by numerous U.S. and international relocations due to my wife's promotions, is a testament to this. With each move, I had to find the next gig, build trust, establish myself, and do it again. It was daunting but also a chance to find out what I was capable of and how much more I could achieve in my career.
These experiences taught me the value of persistence, adaptability, and resilience, which are vital in start-up and career journeys.
The truth is that careers are like start-ups of one.
Start-up and career journeys require the same mettle. Whether in start-ups or careers (or a career in start-ups!), the key is the same: embracing the struggle. The struggle is the reward - a sense of overcoming a new challenge and reaching a new milestone in the journey.
Start-ups and careers are hard. If we knew where they’d end up, we’d know what to do next.
Stay focused, embrace the struggle, and find reward in achieving growth - in your business and career.
Post Script
Most people in my network are in start-ups, and many of you are looking for your next job/leader. If you need guidance or an objective ear, DM me, and I’ll make time for you.
It's a busy time of the year on both sides of the search. To employers and seekers alike, stay active while others sleep.
If this resonates, share your thoughts with others who may be deep in the struggle to learn from. Thanks.
#career #startups
How can you mend the broken relationship between the #CEO and #CMO?
This is the gist of a recent post by a former CMO, now CEO, Mark Stouse (link in comments). You should follow Mark. His content is excellent and always inspires passionate conversations.
Mark details interviews with CEOs and CFOs about their frustrations with the CMO role. It's a bit jarring and, unfortunately, somewhat true. That said, there is fault on both sides. The lament of the CMO is a tale stoked by those CMOs who are always on the defensive and CEOs who don't truly know what they want from marketing or understand the discipline,
This isn't always the case, but these factors contribute to why the relationship breaks down in the first couple of years of working together.
I was a marketing operator for nearly thirty years - B2C, B2B, 3x CMO, exec team member. Now, I am in executive search focused on placing GTM roles, specifically CMOs. I describe it as “from B2B executive to B2B executive search.”
I work with CEOs looking to hire their next CMO and CMOs looking for the right situation where they can thrive. I love playing this role and the unique perspective I have.
I like to think that based on my “been-there-done-that” perspective, I quickly establish trust and credibility with both parties. The more I generate, the better relationships I help create. It’s my job, but I also feel altruistic based on my history as a CMO and my CEO relationships.
Three imperatives should be addressed when hiring your next CMO or finding your next CMO gig. Each can be viewed from the point of view of a CEO and CMO.
The CMO is a business leader first. CMOs, you must elevate your profile within the exec team. The CEO needs a GTM business partner who understands how to manipulate marketing to deliver consistent, positive results (top and bottom line). CMOs, stop trying to defend marketing (and your job). As a CMO, you must be objective and think and act like a CEO/Investor/business leader.
Clarify the role of marketing. It sounds nuts, but marketing’s role is not often clear. What is the role of marketing in the organization? Is the rest of the exec team aware of it and aligned? Is marketing resourced accordingly to ensure success? How is marketing held accountable to KPIs and financial rigor? You can’t hire the right CMO or find the right company if you can’t answer these fundamental questions.
GTM strategy is critical to CMO success. Everything marketing does is downstream of the GTM strategy. If the GTM strategy is weak, marketing results will be weak. If CMOs want to get off the defensive, they should have a primary voice in the GTM. This is how to establish yourself as a business leader and build credibility by executing the resulting marketing plan to deliver value throughout the funnel.
The opportunity cost of not investing in addressing these imperatives before hiring or joining as a new CMO is significant. It can derail the growth of your business and your career.
