Economic uncertainty is putting renewed pressure on CMOs to prove the value of marketing investment.
With CEO confidence in the economy plummeting amidst tariffs and trade headwinds, and most marketing budgets facing tighter scrutiny than last year as a result, every investment is being evaluated for its contribution to business outcomes. In this context, CMOs aiming to strengthen C-suite buy-in must clearly demonstrate their team’s impact on revenue, craft stories with metrics that resonate with other executives, and prioritize building trust with their peers.
When uncertainty rises, marketing is often among the first functions to face cuts. In fact, only 10% of SMB owners say that marketing spending would be protected during a recession.
“To gain executive buy-in during times like these, leaders must demonstrate marketing’s immediate impact on business needs,” says Katie McAdams, Basis’ CMO. That means drawing clear connections between spend and revenue outcomes—such as new pipeline created, expansion within existing accounts, or improved retention that protects recurring revenue. Framing marketing in financial terms makes it harder for other C-suite execs to treat it as discretionary and easier to position it as a key engine of growth.
To illustrate marketing’s role as a growth engine, CMOs must leverage the numbers that resonate most with their peers. Leaders often manage a wide range of metrics, but that doesn’t mean they all should be shared with other executives. Instead, CMOs should focus on crafting stories around choice metrics that connect directly to the company’s strategic and financial priorities. Clean, unified reporting makes it easier to discover these metrics and clearly link marketing efforts to business outcomes.
“The key is to be ruthless in shaping your story around what’s driving results right now,” says McAdams.
During economic volatility, executives are often laser-focused on ROI and revenue impact. While long-term brand investments remain critical, they won’t always resonate in C-suite discussions. Prioritizing metrics that are closely tied to revenue—like acquisition cost and contract value—helps CMOs tell a sharper story about impact.
Alignment and trust are critical at all times, but even more so during uncertainty. CMOs build credibility when peers see them making tradeoffs for the good of the business, sharing ownership of outcomes, and working side by side with sales, finance, and product. “When peers see you thinking about the whole company, rather than just your own function, it builds credibility fast,” says McAdams.
When leaders are aligned, decisions happen faster and with less friction. That clarity fosters confidence and positions marketing as a trusted partner when the business faces tough choices.
Economic turbulence often amplifies the scrutiny on marketing, but it also creates an opening for CMOs to reset the narrative. By positioning marketing as a growth engine, leading with the metrics that matter most, and building trust across the business, marketing leaders can earn stronger buy-in and support with their C-suite peers.
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Want a deeper dive into how CMOs can strengthen alignment and secure support during budget season? Check out How Marketing Leaders Can Earn Executive Buy-In During Economic Turbulence, where Basis’ CMO Katie McAdams breaks down key strategies to help marketing leaders navigate uncertainty with confidence.
