# The 90-Day Operating Plan for Fractional CMOs | Crank Source: https://wearecrank.com/fractional-cmo-client-onboarding/90-day-operating-plan How fractional CMOs use a 90-day operating plan to build credibility fast — covering audit, alignment, execution, and CEO communication across three phases. --- 90-Day Operating Plan # The 90-Day Operating Plan **for Fractional CMOs.** The first 90 days define the entire engagement. The 90-day operating plan is the primary tool that determines whether a fractional CMO builds lasting credibility — or spends the rest of the engagement recovering it. [Talk to WeareCrank ](/contact) On this pageContents 1. [Why the First 90 Days Define the Entire Engagement](#why-the-first-90-days-define-the-entire-engagement) 2. [What a 90-Day Operating Plan Actually Is — and Is Not](#what-a-90-day-operating-plan-actually-is-and-is-not) 3. [Phase One (Days 1–30): Listen, Audit, and Establish Standing](#phase-one-days-1-30-listen-audit-and-establish-standing) 4. [Phase Two (Days 31–60): Align Stakeholders and Establish Cadence](#phase-two-days-31-60-align-stakeholders-and-establish-cadence) 5. [Phase Three (Days 61–90): Execute, Measure, and Reset Expectations](#phase-three-days-61-90-execute-measure-and-reset-expectations) 6. [Keeping the CEO and Board Informed Throughout](#keeping-the-ceo-and-board-informed-throughout) 7. [Build a 90-Day Plan That Earns the Next 90](#build-a-90-day-plan-that-earns-the-next-90) TL;DR The first 90 days of a fractional CMO engagement are the period when strategic credibility is either established or lost, and the 90-day operating plan is the primary tool that determines which outcome occurs. * Stakeholders form lasting impressions of a fractional CMO's competence within the first few months. * The 90-day operating plan is the central artefact that signals strategic thinking and execution capability. * Budgets are often provisional at the start of an engagement, making early wins and clear planning critical. * A structured operating plan aligns leadership, sets expectations, and creates accountability from day one. * Fractional CMOs who struggle in the first 90 days rarely recover full stakeholder confidence. ## Why the First 90 Days Define the Entire Engagement ![Why the First 90 Days Define the Entire Engagement](/images/fcmo/fractional-cmo-client-onboarding--90-day-operating-plan/01.png) A fractional CMO gets roughly 90 days to prove they belong in the room. That's it. What happens inside that window shapes everything — how much trust they get from leadership, how freely budget moves, whether the board acts on their recommendations or quietly questions them. We see this at the start of almost every engagement. Impressions form fast. And they stick. This isn't about being likeable. It's not about making a smooth entrance. It's about building the kind of credibility that holds up when decisions get hard — when budgets tighten, priorities shift, or the leadership team stops agreeing on what matters. A fractional CMO who looks uncertain in week three will spend months trying to recover ground they should never have lost. The stakes are concrete. In most engagements, spend isn't fully committed upfront. Budgets sit in reserve until there's clear evidence that the person directing them understands the business, the market, and what actually matters right now. The 90-day operating plan is what provides that evidence. Not a deck. Not a discovery summary. The plan. A well-constructed operating plan does several things at once: * It shows the fractional CMO has listened and genuinely understood the business context * It sets specific priorities rather than vague directional statements * It gives leadership a framework to track progress without constant hand-holding * It signals that this person is already working in the organisation's interests — not just completing an onboarding checklist #### Related reading * [Fractional CMO Client Onboarding](/fractional-cmo-client-onboarding) * [What Does a Fractional CMO Do?](/what-does-a-fractional-cmo-do) * [Fractional CMO vs Full-Time CMO](/fractional-cmo-vs-full-time-cmo) * [How to Measure Fractional CMO Performance](/how-to-measure-fractional-cmo-performance) The recovery problem is worse than most fractional CMOs expect. Once stakeholder confidence drops in the opening phase, it rarely fully returns. Approvals slow down. Recommendations get second-guessed. The relationship quietly shifts from collaborative to transactional — and doing meaningful work becomes genuinely difficult at that point. The client loses. The fractional CMO loses. Nobody wins. Getting the [fractional CMO client onboarding](/fractional-cmo-client-onboarding) phase right matters, but onboarding alone doesn't build credibility. What builds credibility is a 90-day operating plan that reflects real strategic thinking — the kind that makes a leadership team read it and think: this person actually gets it. That reaction is earned through the quality of thinking inside the document. Not simply the act of producing one. The 90-day window isn't a grace period. It's when a fractional CMO either earns the trust that makes the rest of the engagement work, or starts down a slower, harder road where every recommendation needs extra justification before anyone moves. The operating plan is how that trust is built. Or not. ## What a 90-Day Operating Plan Actually Is — and Is Not ![What a 90-Day Operating Plan Actually Is — and Is Not](/images/fcmo/fractional-cmo-client-onboarding--90-day-operating-plan/02.png) A 90-day operating plan is not a slide deck of ambitions. It is a structured, sequenced document. It defines what gets done, in what order, by whom, and how success is measured — within a fixed window. It governs priorities, shapes decisions, sets the rhythm of stakeholder communication, and establishes clear success criteria before a single piece of work begins. 90-day operating plan A 90-day operating plan is a structured, time-bound document that sequences priorities, assigns accountability, and defines measurable success criteria to govern how an engagement or initiative is executed across a three-month period. That definition matters because it rules things out. A 90-day operating plan is not a marketing strategy — strategy tells you where you're going; the operating plan tells you how you'll move. It's also not a 100-day onboarding checklist, which tends to focus on relationship-building and internal orientation rather than output and accountability. Different purpose entirely. This is about execution. Not orientation. #### Sequence Before Speed The value of a 90-day plan is not pace — it is sequencing. Doing the right things in the right order prevents rework, misaligned expectations, and wasted budget in the back half of the quarter. So what actually derails these plans? In practice, we see three failure modes come up repeatedly — and each one undermines the plan before it has a chance to work. #### ⚠ Scope Inflation in Week One Adding objectives in the first week — because stakeholders are enthusiastic or because the brief expands — turns a focused plan into a wishlist. Every addition displaces something already committed to. Lock scope before work begins and manage changes formally. #### ⚠ Output Metrics Without Business Context Reporting on deliverables — pages published, links built, audits completed — without tying them to business outcomes means no one can judge whether the work is actually working. Every metric in the plan should connect to a commercial or performance result. #### ⚠ Treating It as a Static Document A 90-day plan written on day one and filed away is not an operating artefact — it is a record of intentions. The plan should be reviewed, updated, and used to drive weekly decisions. If it is not being referred to, it is not being used. The tricky part is that most teams don't realise their plan has become decorative until the engagement is already off track. Plans that get referenced weekly, adjusted when circumstances shift, and used to hold both sides accountable tend to produce coherent outcomes. Plans that sit in a shared folder do not. That is not a subtle distinction — it is the whole difference. That gap — between a living operating document and a one-time planning exercise — is where most engagements quietly diverge from their intended course. ## Phase One (Days 1–30): Listen, Audit, and Establish Standing ![Phase One (Days 1–30): Listen, Audit, and Establish Standing](/images/fcmo/fractional-cmo-client-onboarding--90-day-operating-plan/03.png) The first 30 days are not about proving yourself through output. They are about earning the right to act — by understanding what you have actually walked into. Most fractional CMOs underestimate how much context is missing in week one. And they overestimate how much they can usefully change before they have it. The default mode here is listening, not directing. This phase is where you map what actually exists — not what the org chart says exists, not what the agency contract claims. And where you identify the first meaningful insight you can share to build credibility internally. ### Stakeholder Interviews Start with structured conversations, not informal chats. Your goal is to understand how each part of the business perceives marketing: what it is for, what it has failed to deliver, and what would actually move the needle. Speak to sales leadership, product, finance, and customer success — not just the marketing team. These conversations surface misalignments that no brief or handover document will mention. Ask the same core questions in every conversation so you can compare answers. Where narratives contradict each other, that is usually where the real problem sits. ### Auditing Inherited Assets and Agencies You will inherit campaigns, tools, contracts, content, data, and relationships with agencies or freelancers. None of it should be taken at face value. The audit is not about finding fault. It is about establishing an accurate baseline. Review agency contracts for scope, notice periods, and performance terms. Look at what is actually being delivered against what was agreed. Check access and ownership — who holds the domain, the ad accounts, the analytics property, the CRM. Gaps in access are common, and they create risk. We see this regularly during onboarding audits, and it almost always catches someone off guard. #### Audit Inputs for a Fractional CMO * Access credentials for all marketing platforms (CMS, CRM, analytics, ad accounts) * Current agency and freelancer contracts, including scope of work and notice periods * Last 12 months of campaign performance data from all paid and organic channels * Brand guidelines, messaging documents, and positioning statements * Website analytics history (traffic trends, conversion rates, top landing pages) * Email database health: list size, engagement rates, suppression lists * Content inventory: existing assets, publication cadence, SEO performance * Marketing budget breakdown: committed spend vs discretionary spend * Sales and marketing SLA or lead handoff process documentation * Any previous audits, agency reports, or strategy documents from the last two years ### Mapping Decision Rights This is where fractional CMOs run into friction more than almost anywhere else. Org charts show hierarchy. They do not show who actually signs off on spend above a certain threshold, who has final say on messaging, or who will quietly block a channel test without explanation. A common mistake we see is assuming the approval process is logical before you have tested it. So map it explicitly. Ask directly: who approves budget? Who reviews creative? Who needs to be informed versus consulted? Document what you find. This is not bureaucratic box-ticking. It is the information you need to move quickly without creating political problems later. #### Days 1–30: The Listening Phase Days 1–5 #### Secure Access and Run Stakeholder Interviews Obtain credentials for all platforms. Conduct structured interviews with sales, product, finance, and customer success. Record where narratives differ. Days 6–10 #### Audit Agencies and Contracts Review all active agency relationships, contracts, and deliverables. Verify scope against actual work being done. Flag access and ownership gaps. Days 11–18 #### Audit Inherited Assets and Data Analyse campaign performance, website analytics, email health, and content inventory. Establish what the baseline actually looks like, separate from how it has been reported internally. Days 19–24 #### Map Decision Rights and Budget Structure Document who approves spend, creative, and channel decisions. Clarify the difference between who is consulted and who has authority. Identify blockers early. Days 25–30 #### Identify and Share the First Meaningful Insight Synthesise what you have found into one clear, evidence-based observation that is useful to the business. Share it in a format appropriate to the audience. This establishes credibility and sets the tone for how you will operate. ### Identifying the First Meaningful Insight to Share By day 30, you should have something concrete to give back to the business. Not a strategy. Not a full audit report. One clear, evidence-based observation that shows you have been paying attention — and that your perspective adds something the team did not already have. It might be a gap between what the paid search agency is reporting and what the CRM data shows about lead quality. It might be that the sales team consistently cites a competitor that marketing has never once addressed in content. It might be that conversion rates dropped six months ago and nobody investigated why. The insight does not need to be dramatic. It needs to be accurate and useful. That is what builds standing in month one. | Effective Listening | Common Pitfall | | -------------------------------------------------------------------------------- | ------------------------------------------------------------------------- | | Structured stakeholder interviews with consistent questions across all functions | Informal catch-ups that produce impressions rather than comparable data | | Auditing actual performance data against what has been reported to leadership | Accepting inherited reports and dashboards at face value | | Mapping who holds real decision authority before attempting to move | Assuming the org chart reflects how approvals actually work | | Sharing one concrete, evidence-based insight by day 30 to establish credibility | Waiting until the full 90-day plan is ready before communicating findings | | Identifying access and ownership gaps in tools, ad accounts, and analytics early | Discovering critical access problems only when you need to make a change | The audit work in this phase also informs the structure of your new client setup. If you want a practical framework for what a thorough intake process looks like, our [new client audit](/fractional-cmo-client-onboarding/new-client-audit) covers the key inputs and how to sequence them. Done well, phase one leaves you with a reliable picture of the business, a clear map of where decisions actually get made, and enough early trust to act with authority when phases two and three begin. ## Phase Two (Days 31–60): Align Stakeholders and Establish Cadence By the end of Phase One, you have raw material: audit findings, channel assessments, a clear picture of what is and isn't working, and a rough sense of where effort should go first. Phase Two is where that material gets tested. You take it out of a document and into a room — or a call — with the people who actually need to act on it. This is where most 90-day plans stall. Discovery work is solid, but findings never convert into shared commitment. Leaders nod through a presentation, go back to their own priorities, and momentum drops before anything has actually started. Phase Two exists to prevent exactly that. ### Present Findings Before Proposing Solutions The first move in Days 31–60 is not to pitch a roadmap. Share what you found, then let the leadership team respond to it. Presenting audit findings as observations — not conclusions — gives stakeholders a reason to engage rather than defend. When people feel they're being shown evidence rather than told what to do, the conversation shifts from pushback to problem-solving. We see this play out in alignment sessions constantly. The framing matters as much as the data. Structure the findings presentation around three questions: * What did we expect to find? * What did we actually find? * What does that mean for priorities? Keep the deck short. If a finding doesn't change a decision, it doesn't belong on a slide. #### Key Alignment Milestones in Days 31–60 1 #### Present Audit Findings to Leadership Share discovery outputs in a structured session focused on evidence, not recommendations. Frame findings as observations and invite the leadership team to validate or challenge them before any initiative list is proposed. 2 #### Agree on a Prioritised Initiative List Work with stakeholders to rank initiatives by impact and feasibility. A shared prioritisation exercise — even a simple effort/impact matrix — produces a list the team owns, rather than one handed down to them. 3 #### Assign Owners and Define Accountability Every item on the initiative list needs a named owner, not a team or department. Confirm who is responsible, what decisions they can make independently, and when they escalate. 4 #### Lock In the Operating Cadence Agree the rhythm of work: weekly check-ins, monthly reviews, and escalation pathways. Get these in calendars before the session ends. A cadence that is agreed in principle but never scheduled does not exist. 5 #### Confirm Resource and Access Commitments Identify any blockers — budget approvals, tool access, third-party dependencies — and agree who resolves them and by when. Unresolved access issues are the most common reason plans slip in weeks five through eight. ### Converting Sceptics Into Sponsors Not every stakeholder arrives at an alignment session ready to commit. Some have watched plans like this come and go. How you run the session determines whether sceptics leave as passive observers or active sponsors. #### Turning a Sceptical CFO Into a Plan Sponsor During an alignment session for a B2B SaaS client, the CFO arrived unconvinced that organic search justified the proposed resource allocation. Rather than defending the channel, the fractional CMO walked through a direct comparison: the cost-per-lead from paid search over the previous 12 months against the projected cost-per-lead from an SEO programme at equivalent traffic volume. The CFO asked two pointed questions, received direct answers backed by the audit data, and then asked what budget approval was needed to move forward. By the end of the session, the CFO had not just signed off on the initiative — he had asked to be included in the monthly review. The difference was treating him as someone who needed to understand the reasoning, not someone who needed to be persuaded. ### Establishing the Operating Cadence Once the initiative list is agreed and owners are assigned, the cadence is what keeps everything moving. Without a fixed rhythm, decisions pile up, blockers persist, and momentum quietly drops off — usually without anyone noticing until week ten. A working cadence for this phase has three distinct touchpoints. Weekly check-ins are short — 30 minutes maximum — focused on blockers, not status updates. Monthly reviews are longer, cover performance against plan, and are where prioritisation decisions get revisited if the situation has shifted. Escalation pathways define what triggers an out-of-cycle conversation and who needs to be in it. The specifics — who attends, what gets covered, how escalations are handled — are covered in detail in the [fractional CMO operating system cadence and escalation framework](/fractional-cmo-operating-system/cadence-access-escalation). One principle matters above all others here: agree the cadence in the alignment session and get it into calendars before anyone leaves. A cadence that lives in a document but not in a calendar isn't an operating cadence. It's a good intention. ### Tools That Support Effective Stakeholder Management Running alignment sessions and maintaining a reliable cadence requires more than a shared agenda. The right tools keep decisions visible and make it harder for commitments to quietly disappear. #### Tools for Stakeholder Alignment and Cadence Management Notion ClickUp Loom Miro Google Slides Calendly Slack By the end of Day 60, the plan should have moved from a set of findings to a shared, prioritised initiative list — with named owners, an agreed cadence, and confirmed resource commitments. That's the foundation Phase Three depends on. ## Phase Three (Days 61–90): Execute, Measure, and Reset Expectations By day 61, the groundwork is done. The site's current state is documented, stakeholders are aligned on priorities, and a reporting cadence is in place. Now it's time to actually run something. Phase three has three jobs: execute the first sprint cycle, lock in a measurement baseline, and deliver a progress review that connects work to commercial outcomes — not just task completion. ### Running the First Sprint Cycle A sprint cycle here means a fixed block of work — typically two to three weeks — with a defined scope and a named owner for every task. The fractional CMO's job isn't to do the work. It's to make sure the right work gets done, by the right people, in the right order. Before the sprint starts, confirm three things: every initiative has a single owner, each owner knows what "done" actually looks like, and there are no unresolved dependencies blocking anyone. Run a quick mid-sprint check-in. Surface blockers early — not at the review when it's too late to fix them. At the close, document what shipped, what slipped, and why. #### Sprint Cycle Structure for Fractional CMOs 1. Confirm scope: lock the initiative list for the sprint and assign a single owner to each item 2. Resolve dependencies: identify anything that requires sign-off, access, or resource from outside the marketing team before work begins 3. Run a mid-sprint check-in: surface blockers early so they can be removed without delaying the final review 4. Close and document: record what shipped, what slipped, and the reason for any variance 5. Feed results into the progress review: use sprint output as the evidence base for the formal stakeholder presentation Slippage happens. That's fine. A sprint that finishes 80% complete with a clear explanation is more useful than one that claims 100% by quietly dropping items nobody noticed. What matters is whether the team can identify the cause quickly and adjust. ### Establishing a Measurement Baseline This is where a lot of fractional engagements fall apart early — and it's avoidable. No baseline means every progress review becomes a debate about whether things have actually improved. If you don't record where key metrics stood at the start of phase three, you have no way to demonstrate movement by the end of the engagement. At a minimum, record: * Organic session volume by channel * Keyword rankings across the primary target set * Crawl error count * Core Web Vitals scores * Conversion rate from organic traffic These numbers don't need to be impressive. They just need to be accurate. 53% More than half of all website traffic comes from organic search, which means the metrics you track in this phase directly reflect the commercial value of the engagement. Source: BrightEdge Record the baseline in a shared document that both the fractional CMO and the client can access. It removes ambiguity about starting conditions when you reach the formal review. And it kills the "but how do we know this is working?" conversation before it starts. ### Delivering the First Formal Progress Review The progress review is not a status update. That distinction matters. A status update lists what happened. A progress review connects what happened to whether the business is moving in the right direction. Simple enough that a non-marketing stakeholder can read it in under ten minutes. A three-column structure works well. First column: the initiative. Second column: the lead measure — the closest available proxy for progress, like pages indexed, impressions gained, or technical errors resolved. Third column: the business outcome that initiative is designed to support. That structure forces honesty. Not everything will show commercial movement in 90 days. The review should say so plainly — with a clear explanation of the lag between action and outcome. Trying to hide that gap is one of the fastest ways to lose stakeholder trust. #### ⚠ Reporting Activity Instead of Outcomes The most common error in a first progress review is filling the report with task completions — pages audited, briefs written, redirects fixed — without connecting them to measurable progress toward a business goal. Stakeholders do not need a list of what the team did; they need to know whether the business is moving in the right direction. If the only thing you can report is activity, the review will raise doubts about value rather than build confidence. Map every task to a lead measure, and every lead measure to a stated outcome, before the review goes to stakeholders. ### Resetting Expectations for the Next Phase Day 90 isn't just a finish line. It's the start of a different conversation. Use the progress review to confirm which initiatives delivered and should continue, identify which underperformed and need reconsidering, and set a clear timeline on anything where results are still upstream. Be direct about all three. This is where a well-constructed [90-day operating plan](/fractional-cmo-client-onboarding/90-day-operating-plan) pays off. Because every initiative was mapped to an outcome from the start, the day-90 conversation is grounded in evidence — not opinion. You're not defending the work. You're reviewing it against a standard both sides agreed to at the outset. The goal isn't a perfect 90 days. It's a business with better visibility into what its marketing is actually doing, a team that knows how to work in structured cycles, and a clear direction for what comes next. ## Keeping the CEO and Board Informed Throughout A 90-day plan only works if the people at the top can actually see it working. Execution without visibility creates a confidence gap. And in a fractional engagement, confidence is earned progressively — you don't arrive with it. The communication layer isn't optional. It runs across all three phases and needs as much deliberate design as the work itself. ### What to Share, How Often, and in What Format The goal isn't to flood the CEO or board with updates. It's to give them the right signal at the right time, in a format they can act on — or file — without effort. In practice, that means three distinct rhythms: **Weekly pulse (asynchronous).** A short written update — half a page, no more — covering what moved forward, what's blocked, and what decision is needed from leadership, if any. Not a status report. A decision-support document. Sent every Friday, it gives the CEO a consistent window into progress without eating anyone's calendar. **Bi-weekly working session (synchronous).** A 30–45 minute call or in-person meeting with the CEO or relevant stakeholder. This is where you surface anything requiring discussion, flag early signals from the data, and maintain the relational dynamic that makes fractional engagements actually function. These sessions also connect directly to [executive decision-making frameworks](/fractional-cmo-fieldcraft/executive-decision-making), so any decisions requiring sign-off have the right context behind them. **Phase-end summary (formal).** At the close of each phase — day 30, day 60, day 90 — a structured review. What was audited or built, what the data shows, what's coming next, where the risks sit. This is the format boards expect when they're involved, and it creates a paper trail that protects both sides. #### ⛔ Under-communicating in phases one and two is a serious risk Before value is visible in the metrics, the only evidence the CEO and board have is your communication. If you go quiet during the audit phase or assume your work speaks for itself, you create a vacuum that doubt fills quickly. By the time you surface with results, confidence may already be damaged. Communicate proactively, even when there is nothing dramatic to report. ### Calibrating the Format to the Audience CEOs and boards don't read the same way. A CEO close to the day-to-day wants context and nuance. A board that meets quarterly wants headlines, risks, and forward indicators — nothing else. Know your audience before you set the format. So how do you find out? Just ask. Directly. In week one: how do you prefer to receive updates, and how much detail is actually useful? That single question removes weeks of friction. We've seen fractional CMOs spend months sending the wrong format to the wrong person simply because they didn't ask. For both audiences, avoid vanity formats: * Slides heavy on design * Long narrative documents with no clear summary * Dense data tables presented without interpretation These create work for the reader. Use short prose, a clear summary line at the top, and bullet points only where the content is genuinely list-shaped. > "The fractional CMOs who build lasting relationships with boards are the ones who communicate before they are asked to. A short Friday note that says 'here is what moved, here is what did not, here is what I need' takes ten minutes to write and removes ten times that in anxiety for the leadership team." **Sarah Gilmore** · Fractional CMO, B2B SaaS and professional services ### The Communication Rhythm Guide Use this checklist to structure your communication cadence across the full 90 days. Not exhaustive — but it covers the touchpoints you can't skip. #### 90-Day Communication Rhythm Guide * Week one: confirm preferred update format and frequency with the CEO * Every Friday: send a written pulse update (progress, blockers, decisions needed) * Every two weeks: hold a working session with the CEO or primary stakeholder * Day 30: deliver a phase-one summary covering audit findings, baseline metrics, and phase-two plan * Day 60: deliver a phase-two summary covering stakeholder alignment, cadence established, early performance signals * Board involvement: provide a one-page summary at phase transitions if the board requires visibility * Flag any scope change or risk in writing within 48 hours of identifying it * Day 90: present a full engagement review with results, open items, and a recommended path forward ### What Good Communication Actually Signals Consistent, structured communication does more than keep leadership informed. It signals competence and professional rigour — it tells the CEO you're managing the engagement, not just reacting to it. In the early phases especially, when output isn't yet showing in the numbers, your communication is your deliverable. Make it count. ## Build a 90-Day Plan That Earns the Next 90 A 90-day operating plan is not a project management document. Not really. Used well, it is the primary instrument through which a fractional CMO builds trust with a CEO, board, and internal team. Every deliverable, every check-in, every sprint review is a data point. It either reinforces confidence in your judgment ### Ready to structure your first 90 days? WeareCrank works with fractional CMOs and the businesses that hire them to build operating plans that earn trust from day one. [Talk to WeareCrank](/contact) You might also find helpful [ Fractional CMO Client Onboarding The full onboarding framework for fractional CMO engagements. ](/fractional-cmo-client-onboarding) [ What Does a Fractional CMO Do? A clear breakdown of the fractional CMO role and responsibilities. ](/what-does-a-fractional-cmo-do) [ Fractional CMO vs Full-Time CMO How to decide which model is right for your business. ](/fractional-cmo-vs-full-time-cmo) [ How to Measure Fractional CMO Performance The metrics and methods that matter for evaluating engagement success. ](/how-to-measure-fractional-cmo-performance) [Back to Client Onboarding](/fractional-cmo-client-onboarding) ## More on Client Onboarding [New Client Audit & Baseline PackEstablish a commercial, channel, data, vendor, and asset baseline.](/fractional-cmo-client-onboarding/new-client-audit)[Audit Inherited AgencyDiagnose incumbent underperformance before keeping or replacing partners.](/fractional-cmo-client-onboarding/audit-inherited-agency)