Chief Marketing Officer (CMO)

Chief Marketing Officer CorporationReports To: CEO

Manages: Marketing Managers and supporting marketing resources
Primary Mission: Build, operate, and continuously improve the marketing engine that produces 20 new members per month, per chapter.
Compensation: $150,000–$250,000 annual on-target earnings (OTE), based on experience and fit. Base pay and variable compensation will be outlined in the offer.

The Opportunity

is building a national community of extraordinary leaders through locally operated chapters supported by a centralized corporate platform.

At the center of our growth strategy is The Road to 20: our operating system for generating the awareness, leads, appointments, and qualified prospective members necessary for each chapter to consistently add 20 new members every month.

We are seeking a Chief Marketing Officer to own that system.

This is not a traditional brand-marketing position. It is a high-accountability growth, strategy, execution, and leadership role responsible for taking a chapter from market strategy through campaign execution, appointment generation, measurement, optimization, and scale.

The CMO will architect the strategy, build and lead a team of Marketing Managers, establish the infrastructure and processes, and ensure that each individual chapter has an effective, measurable and continuously improving marketing plan.

The objective is clear: build a predictable system capable of generating 6–10 qualified appointments per day, per chapter, ultimately supporting 20 new members per month.

What You Will Own1. The Road to 20

You will have primary ownership of 's chapter-level marketing strategy.

You will take the Road to 20 framework and turn it into a scalable operating system that can be deployed across dozens—and ultimately hundreds—of individual markets.

You will be responsible for determining the right combination of:

Meta/Facebook/Instagram advertising LinkedIn advertising LinkedIn prospecting and automation Outbound email Retargeting Organic social media Local event marketing Referral and member campaigns Landing pages and funnels Lead nurturing Appointment-generation campaigns Creative testing Copywriting and messaging Audience development and targeting CRM and marketing automation

You aren't simply responsible for launching campaigns.

You are responsible for making the entire machine work.

Core ResponsibilitiesChapter Growth Strategy

Develop an individualized Road to 20 marketing plan for every chapter based upon its market, demographics, membership profile, maturity, historical performance, local opportunities and available acquisition channels.

Establish the strategy required to move each chapter through the entire acquisition funnel:

Market → Audience → Lead → Nurture → Appointment → Qualified Appointment → Interview → New Member

Work backward from the ultimate goal of 20 new members per month to determine the lead volume, appointment volume, media budget, channels and conversion rates required to achieve it.

Demand & Appointment Generation

Build a predictable acquisition engine designed to generate approximately:

6–10 qualified appointments per business day, per chapter.

Own the marketing performance required to maintain the necessary pipeline of prospective CEOs, entrepreneurs, founders, business owners and C-suite executives.

The CMO will constantly evaluate:

Cost per lead → Cost per appointment → Show rate → Qualified appointment rate → Close rate → CAC → New members

The role does not end when a lead is generated.

Success is measured by members—not clicks, impressions or leads.

Paid Media

Develop and oversee paid acquisition strategy across platforms including Meta, Instagram, LinkedIn and emerging channels.

Own:

Campaign architecture, audiences, targeting, creative strategy, offers, messaging, retargeting, budgets, testing protocols and performance optimization.

Determine where should increase investment, reduce investment or discontinue channels based upon actual acquisition economics.

Funnels & Conversion

Design and continuously improve the complete prospective-member journey.

Own the strategy behind:

Ad → Landing Page → Application → Qualification → Appointment → Reminder/Nurture → Interview

Work relentlessly to identify and eliminate conversion friction throughout the funnel.

Develop landing pages, application flows, messaging, lead nurturing, SMS/email sequences, appointment reminders and retargeting campaigns that increase both appointment volume and appointment quality.

Creative & Copy Strategy

Establish the creative strategy and messaging architecture for member acquisition.

Develop and oversee:

Ad concepts, hooks, headlines, offers, video concepts, social creative, landing-page copy, email copy, SMS copy, retargeting messaging and campaign positioning.

Create systems that allow winning creative and messaging to be identified quickly and deployed across appropriate markets.

Build & Lead the Marketing Manager Team

The CMO will be responsible for building, training, managing and developing a team of Marketing Managers who execute the Road to 20 strategy at the individual chapter level.

Each Marketing Manager will own a portfolio of chapters and be responsible for daily execution and optimization.

The CMO will establish:

SOPs | Playbooks | Dashboards | KPIs | Reporting | QA Standards | Campaign Templates | Testing Protocols | Performance Reviews

You will create the management structure necessary to ensure every Marketing Manager understands exactly:

What needs to happen.

When it needs to happen.What numbers they are accountable for.

What to do when those numbers aren't being achieved.

The CMO is ultimately accountable for the performance of the team.

Chapter Partner Communication

Our Chapter Partners are business owners who have made a significant investment in their chapter.

Marketing performance directly affects their businesses.

Accordingly, this position requires someone who can communicate confidently with sophisticated business owners and executives.

The CMO will create the communication structure between Corporate Marketing, Marketing Managers and Chapter Partners.

This includes regular reporting regarding:

Spend → Leads → Appointments → Show Rates → Conversion → Members → CAC → Forecast

When a chapter is underperforming, we expect the CMO to identify the problem, communicate the solution and lead the corrective action.

Chapter Partners should always understand:

Where they stand, what is working, what isn't working, and what we are doing about it.

Performance Management & Analytics

Build a centralized command center for chapter marketing performance.

The CMO should be able to look across and immediately identify which chapters, channels, campaigns, funnels, creatives and Marketing Managers are performing—and which require intervention.

Develop dashboards and scorecards tracking metrics including:

Marketing spend by chapter and channel Leads generated Cost per lead Appointments booked Cost per appointment Appointments held Show rate Qualified appointment rate Close rate New members CAC Revenue generated Marketing ROI Performance against Road to 20 Use data to make decisions quickly.Key Performance Indicators

The Chief Marketing Officer will be held accountable primarily to business outcomes.

North Star KPI:20 New Members Per Month, Per ChapterSupporting targets include:

6–10 qualified appointments generated per business day, per chapter

Target CAC: approximately $1,000–$1,200 per new member, excluding designated corporate-funded organic initiatives.

Marketing Budget: generally $20,000–$24,000 per chapter/month, adjusted based on market maturity, economics and performance.

Additional KPIs will include appointment cost, appointment show rate, funnel conversion rates, marketing-manager performance, campaign launch speed, creative testing velocity and Chapter Partner satisfaction/communication.

New chapters should be managed against 's established 90-day ramp period, rather than being judged as mature chapters immediately.

Who We're Looking For

We are looking for a builder and operator, not simply a manager. You move with urgency, pressure is brushed off and a startup/fast paced environment excites you.

The ideal candidate has significant experience building and scaling performance-driven customer acquisition systems and understands how paid media, funnels, creative, copy, CRM, automation, analytics and sales conversion work together.

You should have demonstrated experience managing significant advertising budgets and multiple simultaneous markets or business units.

You understand performance marketing deeply enough to challenge an agency, media buyer, copywriter or Marketing Manager when the numbers don't make sense.

You are equally comfortable:

building strategy in the morning, reviewing Meta performance at noon, diagnosing a funnel problem in the afternoon, and presenting a corrective plan to a Chapter Partner before the end of the day.

You should be highly analytical, extremely organized, decisive, comfortable with accountability and capable of leading a rapidly growing team.

Experience marketing to CEOs, entrepreneurs, executives, affluent consumers, professional services, memberships, franchises, multi-location businesses or high-ticket products/services is highly valuable.

What Success Looks Like

A year from now, should not be dependent on individual heroics to grow chapters.

We should have a system.

Every chapter should have a clearly defined marketing plan.

Every Marketing Manager should know exactly what they own.

Every Chapter Partner should have visibility into performance.

Every campaign should be measurable.

Every underperforming chapter should have a corrective action plan.

Winning campaigns should be rapidly replicated.

And leadership should be able to look at the marketing organization and know:

How much we're spending.How many appointments we're generating.What those appointments cost.How they're converting.What our CAC is.

And exactly what needs to happen to reach 20.

The Mandate

Build the machine that makes 20 predictable.

intends to scale aggressively, and our ability to do so depends on creating a world-class, centralized marketing organization capable of supporting individual chapters at scale.

The Chief Marketing Officer will be one of the most consequential leadership positions in that growth.

You will not inherit a narrow marketing function to maintain.

You will be given the responsibility to architect, build, lead and continuously improve the growth engine behind 's chapters.

One chapter. Twenty new members. Every month. Then repeat it at scale.