Boathouse Capital

CEOs Increasingly See Marketing as Overhead

Boathouse’s fifth annual CEO study of 150 chief executives across industries finds CEOs generally view CMOs as contributors to strategy but rarely as its primary drivers. The report shows 68% of CMOs are seen as actively contributing to strategic decisions while only 8% are perceived as leading strategy. CEO grades for CMOs shifted downward at the top end (A grades fell from 24% to 15%) while B grades rose to 53%. Boathouse CEO John Connors attributes part of the performance gap to martech and AI fragmentation, siloed orgs and short-term budgeting. The article notes the study was reviewed by Digiday prior to public release and references a related Deloitte finding that AI is expected to account for over half of marketing activities by 2028.

Boathouse Hires CSO Urging Agencies to Own Measurement

Boathouse appointed Sonia Chung as its first chief strategy officer in March. In an interview she argued that agencies should expand capabilities and build their own data infrastructures to reduce dependence on Big Tech platforms and deliver more holistic, cross-channel measurement. Drawing on experience at Digitas, Google and Salesforce, Chung said AI—particularly generative AI—makes it more feasible to connect structured and unstructured signals across email, social, search and programmatic channels. She described Boathouse’s day-to-day use of AI for creative versioning, faster production, media optimization and targeting, and emphasized that the industry needs to focus on activating connected customer data rather than merely collecting it.

Optimize for Growth: Rethink Marketing Metrics Strategy

The AdExchanger opinion piece argues that algorithmic optimization in digital marketing often prioritizes observable signals (clicks, conversions, modeled audiences) over true incremental growth. As signals become modeled or probabilistic, optimization systems can confidently allocate spend toward efficiency while under-weighting activities that create new demand. The author frames this as a leadership and governance issue, not a technical failure, and recommends three executive decisions: carve out and protect budget for growth-oriented channels (non-brand search, upper-funnel programmatic), designate controlled measurement (e.g., holdout or geo-level experiments) as the arbiter of incrementality, and set an acceptable level of uncertainty for acting on directional evidence. The piece cautions that dashboards and automation execute given objectives and that durable growth requires explicit strategic choices from the C-suite.