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The first 90 days with a fractional CMO

A good fractional CMO spends two weeks listening, delivers a written plan by week four, runs it for eight weeks and ends the quarter with an honest review. This guide shows what each stage should produce, so you can judge any marketing leader against it.

Written by Ali Sedighi, MBAPublished: Last updated:

The first 90 days with a fractional CMO should follow a clear arc: listen, plan, run, review. By the end of week two the CMO should understand your business; by week four you should hold a written plan; by day 90 you should know what worked, what didn't and what happens next. Use this guide to judge any fractional marketing leader, including us.

Before day one: what to prepare

The quality of the first month depends heavily on what you hand over. Gather these before the engagement starts.

Numbers

  • revenue for the last 12 months, by month if possible
  • marketing spend for the same period, including fees and tools
  • number of new customers, and average value per customer
  • any targets you have already set for the coming year

Access

  • website and hosting logins
  • Google Business Profile, ad accounts and analytics
  • CRM or customer list
  • social media accounts
  • email or text marketing tools

Documents

  • any previous marketing plans or agency proposals
  • current vendor contracts and scopes
  • brand files: logo, colours, photos
  • recent customer feedback, reviews or complaints

If you can't find something, note it. A missing login or an account held in an agency's name is a finding in itself.

Weeks 1–2: listening and auditing

The first fortnight is about understanding, not changing. A fractional CMO who starts launching campaigns in week one is guessing.

What should happen

  • a long working session with the owner on goals, history and frustrations
  • conversations with whoever answers enquiries and closes sales
  • a review of every marketing account and vendor
  • a look at recent customers: who they are, how they found you, why they chose you

Questions a good fractional CMO will ask

  1. Who are your most profitable customers, and how did the last ten find you?
  2. What happens, step by step, when an enquiry comes in?
  3. What has been tried before, and why was it stopped?
  4. Which service or product would you most like to sell more of?
  5. How much more work can the business handle next quarter?
  6. What does each vendor think their job is?

If you aren't being asked questions like these, be concerned.

What you should receive

A short written summary by the end of week two: what the CMO found, the biggest gaps and the early hypotheses for the plan.

Weeks 3–4: the written plan

By the end of week four, you should hold a written plan. It doesn't need to be long; it needs to be specific.

What the plan should contain

  • one goal for the quarter, expressed as a number
  • a baseline from your existing figures, with gaps labelled
  • two or three priorities, each with an owner and a deadline
  • a stop list: things you will deliberately not do this quarter
  • a monthly budget by channel, with a reserve for tests
  • the scorecard measures that will be reported each month

A quick test of plan quality

Hand the plan to a vendor or staff member who wasn't involved. Can they tell you what they are expected to do and by when? If not, the plan is too vague.

Our 90-day marketing plan page includes a worked budget example showing how the numbers should connect.

Weeks 5–8: running the plan

The middle stretch is where the plan meets reality. The work shifts to execution, coordination and early measurement.

What should happen

  • briefs issued to every vendor and staff member, drawn from the plan
  • a weekly check-in with the people doing the work
  • tracking gaps closed, so enquiries carry a source
  • at least one operational fix in place, such as faster enquiry follow-up
  • the first monthly scorecard delivered and discussed

The day-45 checkpoint

Around the halfway mark, ask yourself these questions:

  1. Do I understand the plan, and does my team?
  2. Have I received at least one scorecard, with decisions attached?
  3. Has something concrete improved, even if it is operational rather than sales?
  4. Am I spending less of my own time on marketing coordination?
  5. Do I trust the numbers more than I did two months ago?

If most answers are yes, the engagement is on track. If most are no, raise it directly.

Weeks 9–12: adjusting

With six or more weeks of data, the CMO should start moving money and effort.

What should happen

  • budget shifted from underperforming channels to stronger ones
  • tests either scaled or stopped based on evidence
  • vendor performance reviewed against agreed targets
  • the second and third monthly scorecards, each with clearer data

Patience where it is warranted

Some channels, particularly search and content, take months to show their value. A good CMO will tell you which numbers to expect soon and which need longer, and won't cut a slow-building channel just because it hasn't paid back by week ten. In our HVAC work, Roma Heating & Cooling saw 400% organic traffic growth over 12 months, the kind of result that needs patience in the early quarters.

Day 90: the quarterly review

The quarter ends with a structured review, ideally a half-day session.

What the review should cover

  1. Results against the goal. Customers won, cost per customer and spend against budget.
  2. Assumptions. Which held, which didn't, and what was learned.
  3. Priorities. Which to continue, which to drop.
  4. People. How each vendor and staff member performed against targets.
  5. The next quarter. A draft plan for the following 90 days.

What you should decide

  • whether to continue the engagement, and at what level
  • the goal and priorities for the next quarter
  • any vendor or staffing changes, with evidence

Red flags during the first quarter

Watch for these warning signs in any fractional marketing leader:

  • no written plan by week five
  • reports full of impressions and clicks but no customer numbers
  • repeated changes of direction without evidence
  • reluctance to put accounts in your business's name
  • every problem blamed on the previous agency or your team
  • promises of specific lead numbers or rankings

Making the most of the quarter as an owner

Your role matters too. The engagements that go best share a few owner habits:

  • sharing numbers early and honestly, including the embarrassing ones
  • telling staff and vendors clearly who is directing marketing
  • attending the monthly review and making decisions in it
  • giving the plan a fair run before changing course

Once the first quarter is done, the work settles into a rhythm. Our guide to the marketing operating rhythm explains how to run the weekly, monthly and quarterly cycle. For how we approach the role, see fractional CMO leadership, or check the results page for examples from our HVAC work.

Frequently asked questions

What should I hand over on the first day?

Access to your numbers and accounts: sales figures, marketing spend, ad and analytics accounts, CRM, website and social logins, plus any past plans and vendor contracts. The more you share early, the faster the plan arrives.

How do I know at day 45 if it's working?

You should have a written plan you understand, a first scorecard, and at least one operational fix already in place. Big sales results may not show yet, but the direction and discipline should be obvious.

What if the plan recommends cutting a vendor I like?

The plan should show the evidence. A good fractional CMO recommends a fair trial with clear targets before any change, and the final decision stays with you.