At our CMO Series Live 2026 conference in New York, we hosted a session that confronted one of the biggest ongoing debates in modern law firm leadership; whether CMOs truly belong at the strategic table.

The role of the CMBDO is changing. What was once seen as a support function is becoming one of the most strategically influential positions in a law firm.

The panel of ‘The Evolving Role of the CMBDO in Law Firm Strategy’, was led by three of the most senior people in the industry. We welcomed Mary K Young of Zeughauser Group, Jason Bovis of Pillsbury, and Sadie Baron of TLT. These incredible individuals unpacked what it takes for CMBDOs to build teams that hold the line, earn a place in the firm's most important conversations, and make that shift last.

Why CMOs matter when it comes to strategy

CMO involvement begins with perspective. CMOs can see the firm through a lens that most partners don't, enabling them to get a clear view of client expectations, commercial performance across the business, and a focus on growth rather than identifying issues.

Why it still does not always happen

Regardless of the logic, many CMOs remain outside the strategic sphere. The barrier is usually misalignment between what firm leaders want and what partners are comfortable with. Some of the resistance comes from outdated impressions of what marketing is for. The best way to change this is credibility earned by interaction.

The ABCs of strategic contribution

A simple framework helps clarify where CMOs add the most value. Think of it as the ABCs.

• Assess understanding the market, the firm’s position, competitor behavior and client expectations. This is where external perspective delivers immediate value.
• Be honest when thinking about whether the firm has the right to compete in a given space. Partners often struggle to interrogate their own practice in this way. CMOs can move that conversation forward.
• Choose making decisions about what the firm will pursue and what it will not. Even firms that have improved lateral hiring discipline often find practice focus harder to lock in. Strategy is not a single moment. It is an ongoing process.

Earning the strategic seat

To earn a place at the strategic table, CMOs need to invest their energy at the strategic level, build a strong team for execution and resist being pulled back into tactics. Lead with strategy in every partner conversation, ground your observations in the market and keep personal agenda separate from firm agenda.

If you have yet to become part of the strategic process, make a move and volunteer. Start by drafting an outline of a new strategic approach, and a partner who is juggling various priorities is likely to hand it over.

The majority of firms don’t want random acts of marketing. They want marketing that’s intentional, strategic, and tied to where the firm is trying to go. So CMOs need to showcase that they can deliver strategic marketing, whether that be through thought leadership, judgment or consistency of work.