As Southeast Asia’s business landscape becomes increasingly dynamic, companies are reevaluating the structure of their leadership teams. With tighter budgets, shorter product cycles, and the need for faster decision-making, many firms are realising that traditional CMO roles no longer fit the pace of change. In this environment, the role of the Fractional CMO has emerged as a compelling alternative.
Unlike full-time appointments, Fractional CMOs work on a part-time or project basis, bringing senior marketing expertise without long-term overheads. Once seen as a stopgap for early-stage startups, this model is gaining traction among mid-sized firms and even large enterprises dealing with digital transformation, new market expansion, or brand repositioning.
This shift reflects a broader move towards flexible leadership. In Southeast Asia, where markets are fragmented, and senior marketing talent remains scarce, fractional roles offer a practical solution for accessing strategic guidance without adding a permanent headcount.
Understanding what a Fractional CMO brings to the table
A Fractional CMO is not a traditional consultant. While often hired externally, they are expected to perform many of the same functions as a full-time marketing leader. These include developing go-to-market strategies, shaping brand direction, mentoring internal teams, and ensuring that marketing supports business goals. The key difference is scope. Fractional CMOs work part-time, often across multiple companies, and focus on strategic oversight rather than day-to-day execution.
Most come with over 20 years of experience, often having served in senior roles at MNCs or high-growth startups. Many choose the fractional route for the flexibility it offers or to have a broader impact. Their value lies in their ability to apply lessons from varied sectors and business models.
According to Billy Loizou, APAC Area Vice President at Amperity, this diversity is a strength. “Most fractional executives work with multiple companies simultaneously, which creates a unique ‘cross-pollination’ effect. When they encounter a challenge in one business, they can apply insights and solutions they’ve seen work in other contexts. This breadth of current, hands-on experience across different industries and business models is something a full-time executive simply can’t offer,” he told B&T Australia.
The scope of each engagement depends on the company’s level of maturity and its specific needs. A startup may need assistance in drafting its first marketing plan. A regional retail group may require support modernising its digital strategy. In either case, the fractional leader typically works closely with the CEO or founder to ensure alignment with commercial goals.
Why Southeast Asia is primed for the fractional model
Several regional factors are driving the uptake of fractional marketing leadership. Southeast Asia’s startup ecosystem continues to grow, but it still faces common challenges, including access to talent, funding gaps, and limited scalability. Many early-stage firms cannot afford full-time CMOs but need strategic direction urgently.
This has led to the rise of platforms like Fractional, a Singapore-based service connecting experienced CMOs with startups. Founded by former leaders from Grab, Sequoia Capital, and Dell, the company provides flexible executive marketing support to Series A to Series C startups. The platform curates a network of senior professionals and matches them with companies that need strategic, part-time leadership.
Mid-sized businesses are also showing interest, especially those expanding regionally. For example, a Singaporean firm entering Indonesia or Thailand may benefit from a fractional CMO with experience across markets, without needing to hire full-time staff in each location.
The shift towards remote work has made this model even more viable. After the pandemic, many firms became more comfortable with distributed teams. Roles that once required full-time, on-site presence can now be fulfilled remotely, particularly in functions like marketing, legal, and finance.
Cultural diversity across Southeast Asia is another factor. Companies operating in multiple countries often struggle to bridge differences in consumer behaviour, language, and digital maturity. Fractional leaders with regional experience are better equipped to navigate these complexities than a single-market hire.
The strategic benefits outweigh short-term fixes
There is a common misconception that fractional CMOs are only suitable for tactical projects or temporary gaps. In practice, they enable companies to develop long-term marketing capabilities.
Cost is one advantage. A full-time CMO in Southeast Asia can cost more than S$220,000 annually. Fractional CMOs, by contrast, are typically retained for a few thousand dollars per month, depending on the scope of work. This makes it easier for companies to access senior leadership without a full-time salary commitment.
Another strength lies in their cross-industry exposure. Working with multiple clients across different sectors allows them to identify patterns, share playbooks, and introduce new frameworks that someone with deep but narrow experience might overlook. This can accelerate modernisation, especially for traditional businesses trying to compete with fast-moving tech firms.
Fractional CMOs also tend to deliver results quickly. Their seniority, focus, and defined mandate often translate into measurable outcomes within the first few weeks. In contrast, full-time hires may need several months to onboard and understand internal dynamics.
Flexibility is a further benefit. Some firms engage a fractional CMO for a fixed-term project, such as brand repositioning, then continue the relationship in a lighter advisory role. Others use the engagement to prepare for a future full-time hire by building systems, coaching staff, and setting direction.
Most importantly, fractional CMOs help strengthen internal teams. Irene Ho, CMO of Sun Life Hong Kong, told Marketing-Interactive that they “build the necessary structures and operational models” to support long-term growth. This mentoring role is particularly valuable for firms undergoing change.
Common engagement types and success factors
Fractional CMOs are being adopted in increasingly structured ways. While formal case studies are limited, typical use cases are becoming clearer.
Startups and scale-ups often engage fractional CMOs during key transitions—such as fundraising, new market entry, or product pivots. Internal teams may be strong in execution but lack strategic guidance. A fractional CMO brings a senior perspective, aligns messaging with business goals, and builds go-to-market strategies that can scale.
Mid-sized companies exploring regional expansion often utilise fractional CMOs for local market assessments, campaign planning, and demand generation. For example, a B2B company based in Singapore might bring in a part-time leader to test readiness in Vietnam or Indonesia without committing to a full-time headcount.
Larger enterprises typically hire fractional leaders for specific, high-impact projects, such as digital transformation, brand refreshes, or launching new verticals. These engagements often complement existing leadership by providing additional bandwidth and senior-level experience.
Success is typically defined by three outcomes: strategic clarity, improved performance, and stronger internal capabilities. Fractional CMOs help align marketing with business priorities, improve return on media spend, and mentor in-house teams to ensure continuity after their departure.
Effective engagements depend on several conditions. Clear goals, direct access to decision-makers, and alignment with leadership are critical. Companies that treat fractional CMOs as strategic partners, rather than short-term help, tend to achieve better results.
Knowledge transfer is another key element. Many fractional CMOs aim to leave behind lasting systems, whether through training team leads, formalising playbooks, or setting up dashboards. These efforts ensure that progress continues after the engagement ends.
The challenges and what companies must consider
Despite the benefits, fractional models are not without challenges. One is internal buy-in. Since fractional leaders are not on-site full-time, they may lack visibility into cross-functional issues or face pushback from teams unfamiliar with part-time executives making strategic decisions.
Jordan Cheung, CMO of Hang Seng Bank, noted that “a short-term hire may not be ideal for companies looking for sustained strategic guidance,” pointing out that fractional leaders may struggle to grasp complex operations quickly. Companies must assess whether their needs are tactical or transformational before deciding on a fractional hire.
Time constraints are another issue. Most fractional CMOs juggle two to four clients, which can sometimes limit availability. Clear expectations on deliverables, working hours, and communication should be set from the outset.
Short-termism is also a risk. Some firms expect immediate wins, which can create pressure to deliver quick fixes. This may work against deeper, longer-term change. A 90-day plan that balances quick wins with strategic progress can help manage expectations.
Lastly, not all organisations are culturally prepared. In more hierarchical markets, such as those in Indonesia or Vietnam, teams may be hesitant to follow the lead of someone who is not a permanent fixture. Strong sponsorship from the CEO or founder is crucial to ensure the fractional leader has the necessary authority and buy-in.
While challenges exist, many companies in Southeast Asia are finding ways to make the model work. The key is to treat fractional CMOs as part of the leadership team, give them the mandate to lead, and plan for a smooth handover to ensure momentum continues after the engagement ends.
