Despite closer ties to the C-suite, many marketing leaders face skepticism. A recent study sheds light on the reasons behind this challenge. In this article we present five practical tips for gaining trust and maintaining relevance as a marketing leader.

Marketing leaders wield significant strategic influence today. Many collaborate closely with CEOs, contribute to company-wide strategies, and shape critical business initiatives.

However, according to the 2025 Boathouse CEO Study, building trust remains an ongoing hurdle:

• Only 19% of CEOs view their CMOs as drivers of business growth.

• Just 6% rate their CMOs highly in AI integration.

• Nearly half perceive their CMOs as risk-averse.

This underscores a clear gap. While marketing has integrated more deeply into leadership, complete confidence in its role as a driver of growth has not been achieved.

Alignment isn't the same as impact

The data indicates progress in alignment for CMOs. Most CEOs see their CMOs as collaborative, supportive of the company's vision, and well-aligned with business objectives. Many marketing leaders also build strong relationships across leadership teams and uphold shared values.

However, when it comes to understanding the profit and loss statement or directly contributing to revenue and profitability, many CEOs remain cautious. Why is this so?

It's no longer just about visibility; it's about demonstrating impact. CEOs expect marketing to deliver tangible business outcomes, not just metrics like impressions, conversions, or media efficiency.

Identifying the root of the issue

A significant source of friction lies in how success is defined and communicated: Marketing teams often prioritize metrics that may not directly align with CEOs' priorities, such as business growth, customer value, and profitability.

Another concern is the adoption of technology, particularly AI, where marketing lags behind other departments like operations and customer service. When AI is used in marketing, it tends to focus on creative execution rather than strategic areas like analytics and predictive modeling.

A shift in role and responsibility

The positive news is that CEOs recognize the potential of marketing: Two-thirds believe that the marketing function has become more relevant in recent years. However, tapping into this potential requires a shift in focus.

To bridge the credibility gap, CMOs need to approach their role differently:

• Focus on fewer, clearer metrics tied directly to business outcomes.

• Gain deeper insight into the profit and loss statement and speak in terms of growth and profitability.

• Expand AI adoption beyond creative tasks to strategic decision-making.

• Translate cultural and reputational concerns into marketing initiatives that drive long-term transformation.

These changes reflect a shift in mindset, positioning marketing not just as a support function but as a driver of growth and competitive advantage.

Next steps for CMOs

If the goal is to close the trust gap, it's not about doing more, it's about focusing on what actually builds confidence.

Too often, marketing gets caught in the middle, responding to short-term pressures while trying to prove long-term value. But that middle ground is exactly what weakens the perception of impact. The shift that's needed isn't radical, it's directional.

Here are five areas worth doubling down on 👇

1. Spend more time looking forward

A lot of CMOs are still tied up in solving immediate problems. That's understandable, but it leaves little room for leading change. Making space for future-focused work, market shaping, scenario planning, and long-term value creation is part of showing up as a business leader, not just a function lead.

2. Push AI where it matters

AI adoption is up, but the use cases still lean heavily toward production. The opportunity is further up the chain: insight generation, forecasting, and customer experience design. That's where marketing can start influencing bigger decisions.

3. Rebalance the work

Most marketing budgets still favor short-term performance, even though many teams recognize the need for a better balance with brand-building. Achieving this shift requires effort, but it’s crucial to demonstrate long-term strategic thinking.

4. Connect the dots to financial outcomes

This isn't about turning every campaign into a business case. It's about tightening the link between marketing activity and what the rest of the company values: growth, margin, and retention. When that connection is clear, trust follows.

5. Don't forget the fundamentals

In the push toward speed and efficiency, it's easy to lose sight of things like positioning, segmentation, and clear messaging. But those are the things that make marketing land. Especially in noisy or crowded markets, getting the basics right still matters.

The takeaways

The CMOs who earn trust are the ones who reframe the role, from supporting the business to shaping it. That means showing up with sharper priorities, speaking the language of outcomes, and aligning with what truly drives enterprise value.

It’s not a matter of perception, it is about being intentional with where and how marketing creates value.

• Are you dedicating enough time to future strategies or just reacting to the present?

• Is AI helping you make better decisions or just speeding up tasks?

• Do your metrics clarify marketing’s role in business success or just justify marketing itself?