CMO on the Board? US Bank’s Michael Lacorazza Shows Why Most Marketers Still Can’t Hack It
Let’s torch the fantasy that every CMO deserves a seat at the big-kids’ table. This week, while half the marketing world is off at rooftop parties pretending their latest AI-generated campaign is about to change the world, US Bank’s Michael Lacorazza is quietly dropping receipts on what real influence looks like. Spoiler: it’s not about parroting brand purpose or shilling for the latest martech grift—it’s about ruthless business alignment.
Lacorazza isn’t out here selling fairy tales about marketing ‘storytelling.’ He’s talking cash flow, risk, and showing up in the boardroom with data, not just deck slides. His move? Translating campaign-speak into the language of CFOs and compliance hawks. You’d think every CMO would have figured this out by now, but judging by the LinkedIn ‘thought leaders’ still larping about ‘brand love’ as if it pays the mortgage, it’s clear most haven’t even left the sandbox.
Just look at who gets actually listened to in those Monday morning board meetings: finance, risk, operations. Marketing? Usually an afterthought, trotted out for a slide on NPS or social mentions. Lacorazza’s approach—owning business outcomes, not just impressions—has gotten him a real say on US Bank’s direction, not just a pat on the head at budget time. The rest of you, still benchmarking against last quarter’s CTR, are getting played.
Industry takeaway: if you want to matter, stop chasing vanity metrics and start speaking the language of the board. No, you can’t do this with another attribution dashboard or a 90-slide ‘customer journey’ PDF. You need to tie your work directly to P&L, risk, and hard numbers that drive the business. Otherwise, enjoy your permanent status as the department that gets cut first when the next CEO wants to ‘optimize’.
The uncomfortable recommendation? Fire the agencies and consultants who sell you on “brand elevation” without a business case. If your CMO can’t explain their impact in the same breath as the CFO, get a new one. Board-level influence is earned, not gifted—and most marketers are still nowhere near the door.
Frequently Asked Questions
Why do most CMOs lack boardroom influence according to the article?
Most CMOs lack boardroom influence because they focus on marketing jargon and vanity metrics instead of aligning with core business outcomes.
How does Michael Lacorazza stand out as CMO at US Bank?
Michael Lacorazza stands out by aligning marketing with cash flow, risk, and board-level priorities, translating marketing activities into financial and operational impact.
What metrics does the article criticize marketers for focusing on?
The article criticizes marketers for focusing on metrics like NPS, CTR, and ‘brand love’ rather than business outcomes.
What does the article recommend for CMOs to gain real influence?
The article recommends that CMOs tie their work directly to P&L, risk, and hard business numbers to gain real influence.
What action does the article suggest if a CMO can’t explain their impact in financial terms?
The article suggests firing agencies and CMOs who can’t explain their impact in financial terms.
