Delivering Brand, Revenue and Valuation: How Marketing Leaders Navigate PE-Backed Growth

We recently hosted an event that brought together marketing leaders for an energising panel discussion on the realities of delivering brand, revenue and valuation in private equity-backed environments.

Moderated by Charlotte Allinson, Principal at Allura Partners, and a go-to-market specialist. The conversation explored what actually works when marketing sits at the intersection of strategy, execution and investor expectations.

Our panellists, Meaghan Jeffrey, Operating Partner at Redwood North, and Andrew Burke, a seasoned CEO, shared invaluable insights from both advisory and CEO perspectives. What emerged was a clear picture of the mindset shift required to lead marketing in high-pressure, high-performance environments.

Commercial Focus Meets Strategic Agility

A common thread throughout the discussion was the intense commercial focus that PE environments demand, and how marketing must evolve to meet that standard.

"Private equity tends to have a very clear set of objectives," said Andrew. "These defined financial parameters and profitability expectations create opportunities to align marketing initiatives more directly with broader business goals."

Andrew highlighted the challenge of managing across three horizons simultaneously: the tactical present, mid-term priorities, and the long-term PE exit strategy. "As general managers, the demand on us is: what are we doing today, this week, next month, and how does it link to the long-term vision?"

For Meaghan, success starts with context: "You have to seek to deeply understand the industry, business model, competitors and customers fast. And then connect the company strategy to marketing and communication."

Marketing Metrics That Land in The Boardroom

Throughout the discussion, both speakers underscored the importance of presenting marketing in a way that resonates with board and investor priorities, grounded in strategy, commercial outcomes and business relevance.

Andrew emphasised that success in a PE-backed environment means stripping back the noise and focusing on the numbers that truly matter. In his experience, metrics that speak to acquisition, retention and revenue traction are what move the needle at the board level.

For Meaghan, it's not just about which metrics are shared; it's how they're framed, "Each business is different,” she noted, "but what consistently resonates is being able to connect marketing activity with company strategy and measurable growth." The strongest marketing leaders, she added, go beyond surface-level reporting to show how initiatives contribute to strategic objectives and commercial outcomes. And most importantly, never assume stakeholders understand marketing.

Elevating the Role of Marketing

One of the strongest messages of the day was that CMOs who rise above functional leadership roles share common traits:

• Deep market and customer understanding

• Strategic clarity

• Strong cross-functional communication

• The ability to influence at the board level

"It's not just about delivering a brand, it's about delivering a brand that enables growth," Andrew noted. "CMOs who become true decision-makers can identify new opportunities, strengthen weak points, and act as the voice of the customer."

Meaghan echoed this, "Never assume your stakeholders understand marketing. You must constantly translate your world into their language, using data, insight, and strategic context.

Advice for Aspiring Strategic CMOs

For CMOs wanting more influence and weight at the executive table, both speakers offered actionable advice:

• Report with purpose and ensure every initiative ties back to business outcomes, and develop a regular cadence of insight sharing

• Strengthen relationships across Finance, Sales, and Operations to ensure alignment and avoid "leaky buckets".

• Communicate relentlessly to position marketing as a strategic growth driver, not a service function.

• Stay customer-obsessed, as Meaghan reminded us, "Nothing trumps talking to customers. Data and insights matter, but conversations reveal what the data often misses."

Evolving the Modern Marketing Leader

Andrew closed with a reflection that many in the room resonated with: "I underestimated how important financial literacy would be. Understanding not just marketing ROI but broader business economics and fund dynamics is critical in PE."

At the same time, soft skills, communication, influence, and vision are what ultimately elevate CMOs into strategic leadership.

In a space where impact is everything, one message rang loud and clear: The most influential CMOs are those who translate deep customer understanding into measurable commercial outcomes and can clearly communicate that to boards and investors.