Planning for the year ahead usually starts with budgets, targets and priorities. Leadership is often treated as an afterthought, something to revisit once the plan is set.
But the strength of a marketing function in 2027 will depend heavily on the leadership guiding it. The businesses that perform best are rarely those that react to gaps as they appear. They have thought carefully about the leadership they need, and when they need it, before the year begins.
The question for CEOs and leadership teams is therefore not simply "Do we have the right marketing leader today?", but "Will the leadership we have today be right for what the business needs to achieve next year?"
Why does marketing leadership need a fresh look for 2027?
Marketing has changed significantly in a short space of time. The role of the senior marketing leader now extends well beyond brand and campaigns. It touches data, technology, customer experience, commercial performance and, increasingly, the use of AI and automation across the function.
A leader who was the right appointment three years ago may not have the same mix of skills the business needs today. That is not a criticism of the individual, it simply reflects how quickly the demands of the role are evolving.
Reviewing marketing leadership as part of annual planning gives the business the chance to make deliberate choices rather than urgent ones.
What should businesses consider when planning?
1. Does the role still match the business plan?
Start with what the business needs to achieve in 2027. Is the priority growth, customer retention, entry into new markets, or improving marketing efficiency? Each calls for a different type of leader.
If the role was defined for a previous stage of the business lifecycle, it may be time to redefine it.
2. Where are the capability gaps?
Even strong leadership teams have areas where depth is limited. These might include marketing technology, data and analytics, performance marketing, e-commerce or customer experience.
Identifying these gaps early allows the business to decide whether to develop the capability internally, hire permanently or bring in specialist support for a defined period.
3. Are the boundaries between functions changing?
In many organisations, the lines between marketing, digital, customer, data and technology are blurring. Reporting lines that made sense a few years ago may now create duplication or slow decision-making.
Planning for 2027 is a good moment to ask whether the current structure still supports the way the business wants to operate, and whether the leadership roles within it are right.
4. Is there a succession plan?
Few businesses have a clear view of what would happen if a senior marketing leader left unexpectedly. Others know that a leader is planning to retire or move on but have not yet started to plan for it.
Understanding the position now, including who could step up internally and where external talent might be needed, reduces risk and avoids rushed decisions.
5. Is the leadership team stretched?
Many marketing leaders are carrying a significant change agenda alongside the day-to-day demands of the function. That can work for a time, but it is rarely sustainable.
If a major transformation, platform change or restructure is planned for 2027, the business should consider whether its leadership has the capacity to deliver it, or whether additional senior support is needed.
6. Would interim leadership help?
Interim leadership can be valuable when a business needs experienced leadership quickly, specialist expertise for a defined programme, or cover while a permanent decision is made. It can also sit alongside an existing leader to add capacity or capability where it is most needed.
Considering this at the planning stage means the business can use interim leadership strategically, rather than as an emergency response.
Which businesses should act first?
Early planning is particularly valuable where:
The business is planning significant growth, transformation or change in 2027
A senior marketing leader is expected to move on or retire
The marketing function is being restructured or combined with digital, data or customer teams
The business is PE-backed and delivering a value creation plan within a specific time frame
Key marketing capabilities, such as data, technology or performance, are underdeveloped
The current leadership team is already working at or beyond capacity
What should leadership teams ask now?
Before the year-end slowdown, CEOs and leadership teams should consider:
What does the business need marketing to deliver in 2027?
Does our current leadership have the experience to deliver it?
Where are the gaps in capability, capacity or structure?
Do we have a clear view of succession for key marketing roles?
Is any part of the agenda better suited to an interim or specialist appointment?
If we need to hire, how long will it realistically take, including notice periods?
What do we need to decide (and align on) internally before we can act?
These questions help the business move from reacting to planning and give it the best chance of having the right leadership in place when it matters.
Marketing leadership planning is a strategic choice
Planning marketing leadership for 2027 is not about change for its own sake. In many cases, the conclusion will be that the existing team is the right one. The value lies in making that decision deliberately, and in knowing where the business is exposed if circumstances change.
As Suzie Walker, MD & Founder of Suzie Walker Executive Search, says: “The businesses that perform best are rarely the ones that wait for a gap to appear. They look honestly at the leadership they have, the leadership they need and the time it will take to bridge the two."
The starting point is not the job title, it is the commercial challenge, and the leadership needed to meet it.
If your organisation is planning its marketing leadership for 2027, we can help you assess your requirements, understand the market and identify the right leaders, whether permanent or interim.
To find out how we can support you with senior leadership hires, connect with a Consultant
Suzie Walker Executive Search is a specialist headhunting firm dedicated to finding exceptional interim and permanent senior marketing, digital, and technology leaders for both B2C and B2B organisations. We partner with FTSE 350 and private equity–backed companies, recruiting for roles at Head, Director and Chief (C-suite) level.
If you’re ready to make your next move, we regularly post new opportunities on our LinkedIn company page. If you apply for a role on the platform, it requires a 1st connection for us to respond, so please make sure to connect with Suzie Walker. Our company page is also frequently updated with the latest hiring news, expert interviews, and candidate guidance, so well worth following.
