You spend years building your reputation, crafting high-impact strategies, and proving your value in the boardroom. Then, suddenly, you’re out. Sometimes, it’s a company pivot. Sometimes, it’s a misalignment with the CEO. Sometimes, it’s just bad luck.

And yet, it happens all the time. Many CMOs experience multiple layoffs, leaving them grappling with financial pressure, self-doubt, and a loss of confidence. So, how do you rebuild your confidence after a tough exit? How do you avoid stepping into another misaligned role? And most importantly, how do you take control of your career so this doesn’t happen again?

In our Mavuus Coffee Chat, we turned to Erica Seidel, executive search expert, and Jacob Warwick, career strategist and negotiation coach—two experts who know exactly what it takes to bounce back.

In this blog, we break down their strategies for navigating a career setback, including how to own your story, vet your next role like a pro, and build a networking pipeline that keeps you in control. Because being laid off isn’t the end. It’s a reset. And if you play it right, it can be the start of something even better.

‍

Table of Contents

1. Why CMOs Have a High Turnover Rate
2. The Psychological Toll of Losing a CMO Job
3. How to Vet Potential Roles & Avoid Another Bad Fit
4. How to Explain Job Loss Without Sounding Defensive
5. The Power of Networking & Career Pipeline

‍

1. Why CMOs Have a High Turnover Rate

If you’ve been fired or laid off as a CMO, you’re not alone. In fact, in a live poll during our Mavuus Coffee Chat, we found that 51% of marketing leaders believe the average CMO gets fired at least three times in their career. 

Three times. Let that sink in.

Marketing leaders know this job can be brutal. High expectations. Constant pressure. Limited runway to prove impact. CMOs have one of the shortest tenures in the C-suite. But why?

‍

The 4 Biggest Reasons CMOs Get Fired

We asked Erica Seidel what she sees most often: the reasons CMOs don’t last long often have nothing to do with their actual performance. Instead, it’s usually a mismatch between expectations and reality.

#1 Marketing Is Often Misunderstood

Marketing is one of the least understood functions at the executive level. 

"Companies can sometimes just be in a tough market position, and they mistake that for the marketing leader being wrong," Erica explained. CEOs and investors don’t always grasp what marketing actually does or how long it takes to deliver a real impact.

As a result, when things don’t go according to plan, marketing becomes the scapegoat.

#2 Unrealistic Expectations on Budget & Timelines

Ever walked into a CMO role thinking you were there to build a long-term brand strategy only to find out leadership expects immediate results with half the budget you were promised?

"There’s just a lack of alignment on how long things will take and how much they will cost," Erica noted. Too often, marketing leaders don’t get into the brass tacks of budget and expectations before they take the job. 

Instead, everyone gets caught up in the vision without talking about the reality. Marketing takes time. But many CMOs don’t get that time.

#3 Title Inflation & Role Misalignment

Here’s a scenario we see way too often: A company hires a “CMO,” but when you dig deeper, the role is really a VP of Demand Gen with a fancier title. The expectations are misaligned from day one.

As Jacob put it, "Sometimes somebody will be hired for a director role but given a CMO title, and those misalignments happen."

The result is frustration on both sides. The executive team thinks they’re getting a high-level strategist. The CMO realizes they’re being treated like a tactical executor. 

And six months later, they’re out.

#4 The “Last to Hire, First to Fire” Phenomenon

Marketing is always the first function on the chopping block when things get tough. "Marketing always seems to be last to hire, first to fire. And it's really frustrating," said Jacob.

Sales teams tend to get hired first and shape the company’s perception of what marketing should be before a marketing leader even walks through the door. 

That makes it harder for CMOs to establish their authority and prove their value. And when revenue slows down, the marketing budget is the first to go.

‍

2. The Psychological Toll of Losing a CMO Job

Losing a job is one of the most mentally and emotionally draining experiences a person can go through. In fact, a study found that being laid off ranks seventh among the most stressful life events, higher than divorce or the death of a close friend.

Now, combine that with the relentless pressure of being a CMO in a high-stakes environment. The weight of expectations. The need to prove your worth at every turn. The blurred line between your job and your identity.

‍

Loss of Identity

When you lose that title, it can feel like losing a piece of yourself.

According to Jacob, the real danger isn’t just losing the job. It’s what happens next. Many CMOs don’t take the time to heal. Instead, they rush into another job out of fear, frustration, or financial pressure. And that often leads to a vicious cycle:

• Take a misaligned role just to land somewhere.
• Struggle with unrealistic expectations or bad company fit.
• Get fired or pushed out again within a year.
• Confidence takes another hit—and the cycle repeats.

‍

Self-Doubt & Impostor Syndrome

Losing a job—especially multiple times—can make even the most experienced marketing leader question their abilities.

Even if the job loss had nothing to do with performance, the internal dialogue starts creeping in:

• Was I the problem?
• Maybe I’m not as good as I thought.
• What if I can’t land another leadership role?

According to Erica, many marketing leaders internalize their job loss when, in reality, it’s often about external factors.

"Companies can sometimes just be in a tough market position, and they mistake that for the marketing leader being wrong," she explained.

The truth? You’re not the problem. But the self-doubt can be debilitating if you don’t address it.

‍

Using Setbacks as Strategic Pivots

So, how do you break the cycle? Slow down. Instead of rushing into the first job that comes along, reframe the situation.

"If you're feeling like you're down on your luck right now, you're probably not as far off as you think you are," Jacob reassured.

Rather than seeing a layoff as a failure, think of it as an assignment reset:

• What did I learn from this role?
• What type of company do I truly want to work for?
• What non-negotiables will I have in my next role?

Jacob calls this the assignment mentality.

Instead of viewing each CMO job as a permanent position, treat it as a strategic stepping stone. Every role, whether it lasts six months or six years, teaches you something. The key is to learn from it, refine your approach, and move forward with clarity.

‍

3. How to Vet Potential Roles & Avoid Another Bad Fit

It’s easy to get caught up in the excitement of a job offer. The title. The salary. The relief of finally landing somewhere after months of searching. But jumping into the wrong role is worse than staying unemployed a little longer.

The fastest way to end up in another short stint? Not doing your due diligence before signing that offer letter.

According to Erica, one of the biggest reasons marketing leaders fail in new roles is “a lack of alignment on how long things will take and how much they will cost.” This means CMOs accept jobs without fully understanding what they’re walking into.

‍

The 5 Questions Every CMO Must Ask Before Accepting a Job

A job interview isn’t just about proving you’re the right fit. It’s about making sure the company is the right fit for you. Before you sign on the dotted line, ask these five critical questions to uncover red flags before they become your problem.

1. “How do you define marketing success in this company?”

Does success mean pipeline growth? Brand awareness? Customer retention? Or is leadership expecting an overnight revenue miracle?

Many CMOs step into roles where expectations are sky-high but vague. If leadership can’t clearly articulate what success looks like—or they only care about short-term results—that’s a warning sign.

2. “What is the CEO’s understanding of the marketing function?”

A company’s perception of marketing determines how much support you’ll get. If the CEO sees marketing as just “sales support” or a cost center, expect a constant battle for resources, budget, and decision-making power. 

If leadership doesn’t truly value marketing, your job security will always be at risk.

3. “What is the current data infrastructure—are we set up for proper measurement?”

Many CEOs want marketing to be data-driven but don’t realize they don’t actually have the tools in place to support it.

If the company lacks basic tracking, CRM integrations, or historical benchmarks, you’ll be spending your first six months just fixing foundational issues—while leadership still expects immediate results.

🚩 Red flag: If the company expects world-class marketing performance but doesn’t have the right infrastructure, you’re walking into an impossible situation.

4. “Are we aiming to be a category leader, or are we focusing on revenue-first strategies?”

If leadership wants to “own the category” but refuses to invest in brand-building and long-term positioning, there’s a misalignment.

“Do you know what it takes to really build a category?” Erica challenged in the session.

If leadership wants to be a category-defining brand, they need to be willing to invest beyond demand gen. Otherwise, you’re being set up for failure.

5. “If I asked 10 people internally what the company’s value prop is, would they all say the same thing?”

Misaligned messaging is one of the biggest silent killers of marketing success. If internal teams can’t clearly articulate the company’s value proposition, how can you effectively market it to customers?

Before taking the job, test it yourself:

• Ask different executives how they describe the company.
• Check sales decks, website copy, and investor pitches—do they all align?

🚩 Red flag: If messaging is scattered and leadership isn’t open to fixing it, your job as CMO will be twice as hard.

‍

A Job Offer Is a Two-Way Evaluation

The best CMOs aren’t the ones who take the first offer that comes their way. They’re the ones who take control of the process. Too many CMOs treat interviews like one-sided evaluations. But the truth is, you should be interviewing them just as much as they’re interviewing you.

• If they can’t define success, you won’t win.
• If leadership doesn’t understand marketing, you’ll struggle.
• If data infrastructure is broken, your job will be fixing—not growing.
• If their expectations don’t match reality, you’ll be blamed when they’re disappointed.

CMOs don’t fail because they aren’t good at their jobs. They fail because they walk into roles that were set up for failure from the start.

‍

4. How to Explain Job Loss Without Sounding Defensive

You walk into an interview, and there it is: the awkward pause as the hiring manager scans your LinkedIn. They see the 12-month CMO stint. The startup that let go of half the executive team. The company that pivoted and suddenly “didn’t need marketing.”

And then comes the dreaded question:

"So... what happened here?"

‍

The Wrong Way to Answer

Most CMOs make one of three mistakes when explaining a job loss:

• Over-explaining (“Well, the CEO and I didn’t see eye to eye, and there was this investor who…”)
• Getting defensive (“It wasn’t my fault—sales wasn’t delivering, and the board had unrealistic expectations.”)
• Sounding uncertain (“Yeah... it just didn’t work out. I guess it wasn’t the right fit?”)

None of these responses inspire confidence. And in executive hiring, confidence is everything.

‍

The Right Way to Own Your Narrative

According to Erica, the best way to talk about short tenures is through the “Contextualize, Normalize, Catalyze” framework.

Contextualize – Give the Business Reality, Not Excuses

Layoffs happen. Companies pivot. Markets shift. However, many CMOs take these external challenges personally instead of presenting them objectively.

Your job isn’t to defend what happened. It’s to provide objective business context that explains why the change happened—without making it about you.

Example Responses:

• “The company shifted its go-to-market motion from enterprise to product-led growth, which meant restructuring the entire exec team, including my role.”

•  “We were preparing for Series B, but when funding slowed down, marketing was deprioritized. I understood the business decision, even though it impacted my role.”

By framing it as a business reality rather than a personal failure, you immediately remove the “blame” factor.

Normalize – Show That Short Tenures Are Common

Every hiring manager knows that CMOs have the highest turnover rate in the C-suite. It’s not unusual, but you have to frame it as part of the bigger picture.

Example Responses:

• “CMO roles in fast-growth startups often have short cycles, depending on funding and market shifts. I was brought in for a specific phase of growth, and once that shifted, the role changed.”

• “It’s common in leadership roles for things to evolve quickly. I stepped in to build a demand generation function, and once that foundation was set, the company decided to go in a different direction.”

By normalizing it, you take away the “this only happened to me” factor.

Catalyze – Shift the Conversation to the Future

The biggest mistake CMOs make is getting stuck in the past.

Once you’ve provided context and normalized the situation, redirect the conversation to where you’re going next.

Example Responses:

• “That experience made me realize I thrive in companies that truly invest in long-term brand and demand gen. That’s why I’m focused on opportunities where marketing plays a strategic role in revenue growth.”

•  “I’ve learned that I do my best work in organizations where marketing is fully integrated with product and sales. That’s what I’m looking for in my next role.”

This flips the power dynamic. Instead of being a candidate defending their past, you become a leader actively choosing their next move.

‍

5. The Power of Networking & Career Pipeline

Most CMOs treat networking like insurance—they only think about it when they need it. But by the time you’re out of a job and scrambling for opportunities, you’re already at a disadvantage.

If you want more job security, more leverage, and better career opportunities, you need to approach networking like a long-term strategy, not a last-minute scramble.

According to Erica, networking isn’t just about finding a job. It’s about staying top of mind so that opportunities come naturally.

Jacob takes it a step further. His networking strategy is: Always Be Giving. Here’s how it works.

‍

#1 Always Provide 5-10X More Value Than Expected

Most people approach networking with a take-first mindset:

 “Hey, I’m looking for a new opportunity. Do you know of any open CMO roles?”

That’s transactional. And it doesn’t work.

Instead, flip the approach:

“I’ve been following your work and really admire the way you positioned [X company]. If you ever need help brainstorming marketing strategies, I’d love to swap ideas.”

Networking works when people feel like they owe you something, not when they feel like they’re being asked for a favor.

‍

#2 Ask: “Who Are 2-3 People You Can Introduce Me To?”

Most people end networking conversations without a clear next step. Don’t make that mistake.

At the end of a conversation, ask: “This has been a great chat. Who are 2-3 people you think I should connect with?”

This keeps the momentum going and expands your network exponentially.

‍

#3 When Making Introductions, Do It Immediately

Ever had someone say, “I’ll introduce you to a few people,” but then... they never do?

Don’t be that person. When making introductions, do it on the spot—even while you’re still on the call. “I make the text introduction happen immediately so it triggers to them that I’ve already provided value,” says Jacob.

This keeps you top of mind and increases the likelihood that they’ll return the favor.

‍

#4 Follow Up with Value-Driven Messages

Most follow-ups are weak:

• “Hey, just checking in. Hope you’re doing well.”

That doesn’t add value. Instead, keep yourself relevant by offering something useful.

• Share an article that’s relevant to their business.
• Connect them with someone who can help them.
• Offer insights on a challenge they mentioned.

For example, “I was thinking about our conversation and found this article on GTM strategies. Thought you’d find it useful.”

When you give first, you stay top of mind. And when the right opportunity opens up, your name is the first they’ll think of.

Your next job won’t come from a job board. It’ll come from a conversation you had six months ago. So, start now. Build your network before you need it.

‍

Reclaiming Control of Your Career After a Setback

Being laid off or fired is tough. There’s no sugarcoating it. Every successful CMO has been through it—some multiple times. What sets the best apart isn’t avoiding setbacks but how they respond to them.

If you’ve been through a tough exit, know this: You’re in good company. Some of the most brilliant marketing leaders have been in your shoes—and they came out stronger.

That’s why Mavuus exists. We’re a network of CMOs and senior marketing leaders who are shaping the future of marketing leadership.

‍

Ready to build a career that thrives, even after setbacks?

Join Mavuus Today!

‍