Rent-a-CMO? Why APAC is (still) cautious about the fractional marketing model

Fractional chief marketing officers (CMOs) are on the rise. These folks are quietly reshaping how companies tackle marketing leadership, delivering top-tier strategy and expertise on a flexible, part-time basis without the hefty price tag of a full-time hire.

This lean, agile model can be seen as a game-changer for small and mid-sized businesses eager to tap seasoned marketing talent without breaking the bank. According to the Harvard Business Review, companies that utilised fractional CMOs saw an average revenue growth rate of 29%, compared to just 19% for those without them. Meanwhile, a study in the Journal of Business Strategy found businesses with fractional CMOs were 36% more likely to meet their long-term strategic goals than those that don’t.

Building on this momentum, last March, a trio of Southeast Asia’s marketing heavyweights, with decades of experience working with giants such as Grab, Uber, Sequoia, and PayPal, launched Fractional, a bold new operator model designed to close the leadership gap in hypergrowth companies.

Don't miss: CMOs weigh in on the marketing role going fractional

In Asia, many other notable marketers have also moved into that space. “Over the past one and a half years, I've been involved in more than six different fractional roles within the region, specifically for Singapore-based companies expanding in APAC,” said Daniël Heerkens, chief growth officer at JH Growth Partners.

“These roles are particularly attractive to scale-ups and later-stage companies where specific expertise is needed for entering new markets and building teams.”

Sophie Jokelson, founding partner at Fractional, has seen a similar uptick. “Yes, it’s still in its early stages but the role has gained considerable traction in the past 12 months,” she said. “My partners and I have seen our inquiries steadily growing in that time.”

But not every market is moving at the same pace. Manmeet Malhi, fractional CMO and growth advisor at The Growth Sherpa, based out of Hong Kong, said there isn’t a straightforward yes or no. The traction of the model varies significantly across the region, with some markets showing more maturity than others.

One of the nuances is that the CMO trend or phenomenon, seems to be more mature and evolved in Singapore than in Hong Kong. "That said, it's not like fractional CMO is unheard of in Hong Kong. Whenever I tell people that I am a fractional CMO, people here are aware but maybe not choosing to adopt it as much yet," Malhi added.

Sandeep Pal, founder of FlexxCMO, observed that while the fractional model is gaining attention in APAC, widespread adoption remains slow as many businesses are still reluctant to invest heavily in part-time executive leadership, often opting instead for full-time hires at lower levels - even if they lack true CMO-calibre experience. 

Freelancer? Consultant? Not quite

Misunderstanding the role, many in the industry say, is still one of the biggest hurdles to adoption. A common misconception? That fractional CMOs are just glorified freelancers or consultants brought in to plug a temporary gap.

Heerkens is quick to draw a distinction. “Freelancers typically work on a specific project for a limited time and are not emotionally invested in the company,” he explained. Fractional CMOs, on the other hand, are often embedded within teams, addressing strategic challenges and driving long-term value.

Priyanka Nath, fractional CMO and founder of Crux Advisory, pointed out that aside from not being on the payroll, fractional CMOs share little else with freelancers. Their roles are strategic, embedded, and leadership-driven, not task-based or transactional.

Additionally, unlike consultants who often stay at the 30,000-foot view, fractional leaders are expected to get their hands dirty. “There can be an assumption that we focus only on high-level strategy and our outputs are limited to delivering PowerPoint presentations and not being accountable for outcomes,” said Jokelson. She added: 

The true fractional concept involves being a hands-on operator and taking on accountability for strategy through to execution and the delivery of results.

Even onboarding, a common concern among companies unsure how to plug a fractional leader into their team, is less of a hurdle than it appears. As Malhi pointed out, ramp-up is often faster than with a full-time hire.

“We already have a very good understanding about the business, industry and the problem statements,” he said.

Breaking down the real roadblocks

Despite the clear advantages, adoption across the region is still far from mainstream. According to a 2024 survey conducted by Rick Ramos, strategic advisor, author and fractional CMO, 340 founders and SMB (small and medium-sized business) owners across Asia found only 9% are currently engaged with or planning to hire a fractional CMO. 

So, what’s stopping companies from embracing the model?

Turns out, it’s a tangle of structural, cultural, and budget-related blockers. Smaller companies might not have the necessary infrastructure or resources to effectively utilise a fractional CMO’s expertise, said the experts. Many are simply unaware the option even exists, let alone what it could unlock. Nath also points to a deeper challenge especially in the start up space as many startups in Southeast Asia face uncertainty about their next funding round, making them hesitant to adopt new approaches, even flexible, cost-effective options such as hiring a fractional CMO.

Moreover, organisational structure, with companies unsure how to allocate budget for a fractional CMO - whether it should come from marketing, HR, or consulting expenses - also proves to be a problem.

“Some companies think, ‘For the same price, I could hire a full-time, mid-level marketing manager.’ But that’s comparing apples to oranges. A fractional CMO brings high-level strategy, leadership, and accountability," Pal explained.

Despite the resistance, the model does continue to intrigue organisations given the strategic value of fractional hires with niche expertise. According to Pal who shared a CEO client’s sentiment, he said, for the cost of a mid-level hire, you get a CMO-level strategist plus a plug-and-play marketing ecosystem. He added that fractional CMOs offer flexibility, fresh insights, extensive networks, immediate impact, and can help build in-house teams.

The consensus among those in the trenches is clear: adoption is coming, but it’ll take education, success stories, and a shift in mindset to get there.

As Pal put it, “No one gets fired for not hiring a fractional CMO. But history shows that disruption often leads to innovation. The companies that embrace it early—especially fast-growing, agile scale-ups—will gain a competitive edge.”

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