The path to the CEO seat has traditionally run through finance, operations, or legal. But as consumer behavior shifts, digital disruption accelerates, and brand trust becomes a strategic imperative, a new contender is rising: the chief marketing officer.
The CMO-to-CEO leap is still rare—only about 10% of Fortune 250 CEOs have marketing backgrounds, according to Spencer Stuart, far fewer than those from finance or ops. But that number is growing, particularly in sectors like retail, consumer tech, media, and digital-first businesses, where customer experience and growth are core to strategy.
Today’s top marketers are no longer just brand stewards or ad buyers. They’re responsible for growth, product, customer experience, digital transformation, and data. Their scope often expands into hybrid titles—chief growth officer, chief customer officer, president of revenue—making them viable candidates for the top job.
Examples are mounting. Mary Dillon went from CMO of McDonald’s to CEO roles at U.S. Cellular, Ulta Beauty, and now Foot Locker. Andrea Jung served as Avon’s CMO before ascending to CEO, with a stop as COO in between. Kristin Dolan rose through media and marketing to become CEO of AMC Networks. Starbucks’ Brian Niccol and McDonald’s Chris Kempczinski both held senior marketing roles on their way to the corner office. Crucially, they weren’t just running campaigns—they were running growth. And in industries where brand and product are inseparable, that distinction matters.
What sets these marketing heads-turned-CEOs apart is operational credibility. Many owned P&L responsibility—a near-universal trait among CEOs—and led cross-functional teams across product, tech, and strategy. Their digital fluency, crisis communication chops, and mastery of brand narrative are also additive skills in a volatile business environment.
Still, barriers persist. Some boards continue to view marketing as tactical rather than strategic, which may explain why CMOs have among the shortest tenures in the C-suite. A lack of exposure to finance or supply chain can also be a limiting factor for most.
But the pipeline is widening. Of the Fortune 500 CMOs who left their roles last year, 10% became CEOs, per Spencer Stuart. And 37% of current Fortune 500 CEOs have some functional experience in marketing. The takeaway: The modern marketing leader—fluent in digital, steeped in growth, and wired for customer insight—is no longer a long shot for the top job. Because in today’s economy, a CEO isn’t just a strategist. They’re a storyteller, too.
On that note, my Fortune colleagues and I will be hosting our flagship event at Cannes Lions this June, bringing together the world’s most influential minds for thought-provoking conversations on what’s next in creativity, innovation, and leadership. For speaker inquiries, contact Naomi Cykiert at naomi.cykiert@fortune.com—or feel free to shoot me a line. Hope to see you there.
Ruth Umoh
ruth.umoh@fortune.com
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