Marketing changes fast. CMOs need alignment with CEOs, or it all falls apart.

At the end of the day, when we all become a cmo, it depends on what and how that CEO sees the role of marketing and making sure that you're going into an environment where they are wanting you to do the functional role, either that you play or provide that generalist capability. What I mean by that is that we all define marketing one way. The CEO defines marketing a different way than sometimes we see it. But at the end of the day, there has to be alignment. And I think that was a. That's a big learning that we've all had. We've all walked in different companies. But the theme that has probably changed the most that I would not have anticipated quite at the rate that we're all seeing it, is the rate of change that marketers have to embrace, adopt and adjust to so rapidly. And it's so different than any other discipline like finance. You are not seeing change happening in the finance organization product. You do to some extent. Marketers have had so much and abundance of change that we never were anticipating to influence how we think about our role, the people we hire and the output that we produce and what we're measuring.