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Navigating board meetings as a marketer (without losing the plot)

  • Writer: Alana Harrison
    Alana Harrison
  • Mar 28
  • 3 min read

Updated: May 9


Image of people in a board meeting

Board meetings are high-stakes for marketing leaders.


You have a short window to explain how marketing is contributing to business growth in front of commercially focused stakeholders. Many of them do not fully understand how marketing works. If your message is unclear, the conversation quickly shifts from strategic to defensive.


Having worked across multiple leadership teams, I have learned what lands well and what undermines credibility when presenting marketing at board level.


Why board meetings often go wrong for marketers


Most marketing leaders fall into familiar traps:


Speaking at the wrong level

You either go too vague or too tactical. Avoid fluffy summaries and avoid campaign-level detail. Focus on the commercial outcomes.


Example: Instead of “We launched a cross-channel ABM campaign,” say “We generated £2.4 million in pipeline last quarter. Thirty per cent came from self-serve.”


Listing activities with no link to revenue

The board does not want a list of marketing activities. They want to understand what is driving revenue, pipeline, or margin.


Not understanding your own numbers

Expect questions. If CAC has increased or conversion has dropped, you must explain why with clarity. Do not defer to others in the room.


Changing your format every quarter

If the reporting structure or KPIs keep shifting, it looks like the function is reactive. Use a consistent structure to build credibility.


Missing the forward view

Boards want to know what’s next. If you only look backwards, you miss the chance to show leadership.


How to report marketing performance in a way the board understands


The goal is to clearly connect marketing activity to business outcomes. Here’s how.


Speak in commercial terms, not marketing jargon

Use the language of revenue, sales, cost, and margin.


Example: Instead of “We launched a nurture journey,” say “We re-engaged six stalled opportunities and added £480,000 to pipeline.”


Focus on pipeline, revenue, and efficiency

Boards care about three outcomes:

  1. Are we building enough pipeline to hit current revenue targets?

  2. Are we reaching the right accounts to support future growth?

  3. Are we becoming more efficient in how we acquire and convert?

Your report should answer all three.


Stick to a consistent reporting framework

Use the same metrics, layout, and narrative structure each quarter. This makes it easier to track progress and builds confidence.


Be ready to explain key metrics like CAC and conversion

You don’t need to show every figure, but you do need to understand them.If CAC has increased, know whether it is due to channel mix, sales cycle shifts, or campaign underperformance.


Use a highlights and lowlights summary slide

This format is simple, honest, and clear.


Highlights (focused on outcomes):

  • “Self-serve pipeline increased from 18 per cent to 31 per cent”

  • “CAC reduced by 22 per cent through CRO and campaign consolidation”

  • “Sales velocity improved by 17 per cent following ABM retargeting”


Lowlights (proactive, not defensive):

  • “Enterprise pipeline flat – reallocating budget to acceleration tactics”

  • “Partner webinars underperformed – testing co-marketing with top tech partners”

  • “US brand campaign failed to lift awareness – briefing new creative for Q2”


Own the misses. Show your thinking. Make clear what action you’re taking.


Present creative work last, after proving impact

Once you’ve shown results, you can close by sharing creative work — new messaging, brand campaigns, or content. But lead with impact, not execution.


How to build credibility with board members outside the meeting


Good board presentations start long before you open the deck.

  • Have one-to-one conversations with board members where possible

  • Ask what matters most to them in the next quarter

  • Align early with your CEO on key messages and pressure points

This reduces risk of misalignment and builds trust over time.


Summary: What boards really want from marketing leaders


Boards want to know:

  • How marketing is generating revenue and building pipeline

  • Whether future growth is being set up with the right audience

  • If the business is becoming more efficient through better marketing performance


They also want to feel confident that you’re in control of the numbers and driving the function forward. If you can clearly make that case, marketing becomes a strategic driver, not a cost centre.


Need help making marketing board-ready?


If your team struggles to link marketing performance to business results, I can help.

I work with B2B companies to make marketing commercially credible, revenue-aligned, and board-ready.






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