Marketing’s Next Evolution: How Marketers Can Speak the Language of the C-Suite

Discussion with Brandon Redlinger

Brandon Redlinger’s career trajectory is a testament to the evolving role of marketing leaders in the executive suite. Beginning in sales, Redlinger quickly developed a deep understanding of revenue generation before transitioning into marketing, where he specialized in demand generation, account-based marketing (ABM), and growth strategies. His experience at Engageio and Demandbase provided him with firsthand insight into scaling marketing efforts and aligning them with business objectives, ultimately preparing him for leadership roles. Now, as a fractional marketing executive and advisor, he brings a broad perspective across B2B SaaS, legal tech, and education sectors. Now, as the Co-Founder of The Forge, a community for emerging marketing leaders and ambitious VPs, he is dedicated to equipping professionals with tactical resources, actionable templates, and peer support to accelerate their careers. In this article, Redlinger shares his insights on the crucial mindset shifts required for marketers aiming to step into executive roles. 

From Marketer to Business Leader: Shifting Your Mindset

One of the most significant transitions a marketer must make to step into an executive role is shifting their mindset from being a department advocate to a business leader. While many marketing leaders instinctively protect their teams and budgets, Redlinger emphasizes that the executive team—not the marketing department—should be a marketing leader’s "first team."

“Many marketing leaders still see their first priority as their marketing team, and while that’s important, your real first team is the executive team. You need to make decisions that are best for the business, not just for marketing”. This means aligning marketing goals with overarching business objectives and recognizing when to allocate resources to other departments for the greater good.

 A marketing leader who understands the company’s financial landscape might, for example, choose to shift part of their budget into customer success or retention rather than focusing solely on demand generation. This kind of holistic thinking strengthens credibility among peers and positions marketing as a strategic function rather than a cost center.

Moreover, executives expect marketing leaders to operate as cross-functional collaborators who understand the dynamics of other departments. “You have to move beyond just advocating for your own team and instead focus on what drives the company forward as a whole”, Redlinger notes. Marketing leaders must engage in deeper conversations with sales, customer success, product, and finance to ensure that marketing initiatives create measurable business impact rather than isolated departmental wins.

Mastering Financial Acumen: Speaking the Language of the C-Suite

Understanding financial and operational metrics is another defining factor that separates marketing managers from executives. Redlinger underscores the importance of financial literacy, stating that marketing leaders must think beyond lead generation and pipeline management and develop a deep understanding of unit economics and business performance. “Marketing leaders need to prove their impact on revenue, not just on leads or pipeline. That means understanding key business metrics like CAC (Customer Acquisition Cost), LTV (Lifetime Value), and payback periods”.

Beyond these metrics, Redlinger highlights the need to grasp board-level financial discussions, including Rule of 40, profitability ratios, and the overall P&L structure. Developing the ability to engage in financial conversations with CFOs and board members builds credibility and ensures marketing strategies align with corporate financial objectives.

To bridge this knowledge gap, Redlinger recommends resources such as Financial Intelligence: A Manager’s Guide to Knowing What the Numbers Really Mean—a book that he consistently refers back to. “You don’t need to be a CFO, but you do need to speak their language”.

Having a strong grasp of financial literacy also enables marketing leaders to justify budget decisions more effectively. Instead of framing requests solely around campaign ROI, marketers who understand financial statements can position their budget as a strategic investment. “When you speak in financial terms, CFOs and CEOs see marketing as a revenue driver rather than an expense”, Redlinger explains. This distinction is crucial in securing executive buy-in for long-term marketing initiatives.

The Realities of Executive Hiring: Breaking Through the Invisible Job Market

Stepping into an executive role requires more than an impressive resume. According to Redlinger, many senior-level hires happen behind the scenes, with networking and reputation playing a far greater role than traditional job applications. “Many executive-level roles are not listed publicly. Companies often look to replace a current executive quietly, and hiring decisions are made through backchannel references and trusted networks”.

This means that traditional job applications hold little weight at the executive level. Instead, marketers should focus on maintaining strong relationships with executive recruiters, former colleagues, and industry peers. Redlinger advises maintaining long-term relationships with executive search firms, proactively referring talent, and staying engaged with hiring managers.

Equally important is building a leadership brand. Redlinger himself has developed a "Working with Brandon" document that outlines his leadership philosophy, expectations, and cultural values. This transparency helps both hiring managers and teams assess compatibility before an engagement begins.

Executives are often hired based on trust, credibility, and proven track records rather than standard application processes. “The best way to get hired for an executive role is to have decision-makers already know and trust you before they even have an open position”, Redlinger advises. Building this reputation takes time but pays dividends in career progression.

Networking at the Executive Level: Quality Over Quantity

For marketers aspiring to executive roles, networking requires a fundamental shift in approach. Traditional mass networking tactics—such as collecting dozens of business cards at conferences—become ineffective at senior levels. Instead, Redlinger emphasizes deeper, more meaningful relationships. “At the executive level, it’s all about quality over quantity. You’re not looking for 20 business cards—you’re looking for one or two deep relationships that will be meaningful long-term”.

Redlinger suggests prioritizing reconnections with past colleagues, maintaining regular contact with key industry players, and engaging in exclusive executive communities. These deeper relationships often lead to unexpected opportunities, including fractional or advisory roles.

Beyond networking, adding value upfront without expecting immediate returns is crucial. “Being helpful first more than anything, adding value first and not expecting anything in return, is the key to building meaningful professional relationships”, Redlinger notes. Whether it’s providing introductions, offering strategic advice, or mentoring rising talent, these small investments in relationships often yield substantial career dividends.

Common Pitfalls to Avoid When Moving into Executive Marketing Roles

Stepping into an executive marketing role requires more than just marketing expertise—it demands leadership, strategic thinking, and adaptability. Redlinger highlights key pitfalls that can hinder a smooth transition:

1.  Losing Balance Between Short-Term and Long-Term Priorities

Marketing leaders often struggle to balance immediate revenue needs with long-term brand-building. Some prioritize quick wins but neglect sustainability, while others focus too much on brand awareness without demonstrating business impact. “The best marketing leaders know how to pivot between short-term revenue and long-term brand investment every single day”, Redlinger explains. “It’s not about picking one or the other; it’s about mastering both”.

2.  Failing to Reassess the Team

New executives sometimes hesitate to restructure existing teams, even when change is necessary. Redlinger warns against this passive approach, emphasizing that leaders must ensure their team aligns with their vision. “You’re being brought in to elevate the marketing function, and that often means making hard decisions about team structure”, he advises.

3. Overlooking the Importance of Internal Politics

Corporate politics is often misunderstood, but Redlinger argues that political intelligence is essential for leadership. “People hear ‘politics’ and assume it means manipulation or Machiavellian maneuvering. But in reality, it’s about knowing how to use the right skills in the right circumstances to influence decisions in a way that benefits the entire organization”, he explains.

Successful executives build alliances, secure buy-in, and advocate for marketing effectively. “If you refuse to engage in company politics, you’ll find yourself struggling to get things done”, Redlinger warns.

Final thoughts

To wrap up, Redlinger shares three critical takeaways for marketing leaders looking to step into executive roles:

1. Develop Business Acumen: To gain credibility in the executive suite, marketing leaders must speak the same language as their peers in finance, sales, and operations. This means mastering key financial metrics such as unit economics, customer acquisition costs, and lifetime value—not just for reporting purposes but to drive strategic discussions. Understanding how marketing influences profitability and aligns with board-level expectations is critical.
2. Prioritize the Executive Team as Your First Team: While marketing leaders naturally advocate for their teams, executives must align with company-wide objectives. Success comes from cross-functional collaboration, influencing strategic priorities, and making decisions that drive the business forward—even if it means reallocating marketing resources to higher-priority areas like customer success or retention.
3. Define Your Own Leadership Path: Not every marketer needs to pursue a CMO role. Some may find greater impact and fulfillment as VPs of demand generation, brand, or growth marketing. Identifying the role that best aligns with your strengths, career aspirations, and work-life balance is key to long-term success.

Ultimately, transitioning from marketing leader to business executive requires a shift in perspective. The most successful executives don’t just understand marketing—they understand the business as a whole. By embracing financial literacy, strategic foresight, and executive presence, marketing leaders can drive sustainable growth, elevate their influence, and shape the future of their organizations.