Someone wrote a blog post arguing that calling yourself a Fractional CMO is pricing yourself out of the market. The argument isn't wrong, exactly, it's just aimed at the wrong target. What gets unpacked is the real question underneath the debate: what kind of problems do you want to solve, and for whom?
The episode traces the difference between companies that need a web designer and companies that need a seat filled at the leadership table. Those are two completely different markets, two completely different conversations, and two completely different income levels. One of them has a $15,000/month client saying "yeah, that rate makes sense", and the other is grinding on project work.
Key Topics Covered:
- The blog post that sparked the rant, "Calling Yourself a Fractional CMO is Stupid"
- Why the author is both right and wrong at the same time
- When a company actually needs a Fractional CMO vs. a specialist
- The Dan Kennedy principle on pricing and why being the most expensive is a strategy
- A real private equity client example showing what CMO-level ownership looks like
- Why solving bigger problems is the only path to bigger paychecks
- AI, staying relevant, and why playing around with new tools matters more than most people think
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