Matthew Gerrell Unfortunately, almost daily, we hear of layoffs and people losing the role and livelihood they have built with loyalty and trust. This is a sad part of business and losing a job can shake you. It can make you question your value, your abilities, and sometimes even the career you spent years building. But there is something I hope anyone going through this remembers: A company’s decision does not define your worth. Layoffs happen. Companies restructure. Leaders

I’ve seen organizations spend significant amounts of money implementing a new CRM with the expectation that it will accelerate growth. Salesforce. HubSpot. Dynamics. Pick your platform. They are all powerful tools. But your CRM is not your growth strategy. A CRM can help you manage leads, automate communication, track opportunities, measure conversion and create accountability. What it cannot do is answer the most important questions: 1. Who are we? 2. Who are we tr

Matthew Gerrell Fractional Chief Marketing Officer Last week, Ted Lasso returned for a new season. And it reminded me of a mug which I use at least once a week for my morning coffee. It was given to me by one of my direct reports, and on it were the words: “The Ted Lasso of CEOs.” I’ve received plenty of gifts throughout my career, but this one has always meant something to me. Not because I think I have Ted Lasso figured out; or because leadership can be reduced to optimism,

Matthew Gerrell, Fractional Chief Marketing Officer With 2026 AEP approaching, health plans, FMOs, and agencies are locking in their sales strategy for the enrollment period ahead. Budgets are being set, lead vendors are being re-evaluated, and everyone is chasing the same outcome: more qualified conversations, higher close rates, and a pipeline that doesn't collapse the moment the competition heats up in October. I spent years in an executive role at a regional health plan,

Matthew Gerrell Fractional Chief Marketing Officer | President A few weeks ago, I had the opportunity to participate in a panel discussion about fractional executives alongside Ken Gould and Sara Huron. The conversation was hosted by Right Management, and it reinforced something I have become increasingly passionate about over the past year: the way organizations are thinking about executive leadership is changing. For many business leaders, the idea of a fractional executive

There is a phrase used quietly in boardrooms and executive meetings across industries, especially in healthcare, insurance, and highly regulated organizations. “Marketing has become order takers and flyer makers.” It is not usually meant as an insult. In many cases, it is simply an observation. The department once expected to help shape growth strategy, consumer behavior, brand positioning, and organizational reputation slowly becomes consumed by production requests, event su

Over the past month, we explored five foundational principles from Dale Carnegie. Do not criticize. Offer sincere appreciation. Connect to others’ desires. Show genuine interest. Respect identity. None require advanced technology or complex systems. Yet each one strengthens engagement, improves leadership effectiveness, and deepens consumer relationships. Modern business often prioritizes dashboards, automation, and scale. Those tools matter. However, influence remains rooted

A name represents identity, history, and dignity. Carnegie taught leaders to remember and use names intentionally. Not as a sales tactic. As a form of respect. In modern marketing, personalization often means inserting a first name into an email template. True personalization goes far beyond automation. Real attentiveness requires understanding goals, concerns, and context. It means remembering prior conversations. It means referencing individual aspirations rather than gener

Matthew Gerrell Fractional Chief Marketing Officer Superficial networking creates shallow relationships. Genuine curiosity builds durable ones. Carnegie believed authentic interest stands out because it is rare. When someone feels heard without interruption or agenda, trust forms quickly. In business development and marketing, curiosity is not soft skill. It is strategic advantage. Too often, conversations become rehearsed pitches waiting for a pause. True interest requires p

Matthew Gerrell Fractional Chief Marketing Officer Influence is never about pushing your agenda. It is about aligning with someone else’s desire. Carnegie’s third principle shifts focus from what you want to what others value. This shift changes everything in marketing and leadership. Most campaigns fail because they highlight features rather than outcomes. Organizations describe capabilities. Buyers evaluate impact. One speaks internally. The other speaks emotionally. Every

Matthew Gerrell Fractional CMO People crave appreciation more than instruction. Recognition fuels loyalty. Loyalty fuels retention. Retention fuels revenue. Carnegie emphasized sincere appreciation, not flattery. Flattery manipulates. Appreciation affirms. One builds trust. The other erodes it over time. In business, this distinction carries real weight. When teams feel valued, discretionary effort rises. When clients feel recognized, relationships deepen. When consumers fe

Matthew Gerrell Fractional CMO Criticism feels productive. It rarely is. In leadership and marketing, criticism creates defensiveness. Defensiveness shuts down trust. Once trust declines, influence disappears. Consumers do not respond well to brands who lecture them. Employees do not thrive under leaders who highlight flaws more than strengths. Prospects do not engage with companies who focus on mistakes. I was in a meeting this week where we discussed why people do not eat h

Matthew Gerrell Fractional Chief Marketing Officer Nearly ninety years ago, Dale Carnegie published How to Win Friends and Influence People . It remains one of the most practical business books ever written. This week I am launching a short series focused on the first five principles from this classic. Not as book summaries. Not as quotes for inspiration. As applied leadership and marketing strategy. Why? Because influence has not changed. Human psychology has not changed. Bu

Matthew Gerrell Fractional CMO In a few weeks, millions of smart, data-driven adults will confidently fill out a March Madness bracket. And almost all of us will be wrong. Every year. The odds of a perfect bracket are about 1 in 9.2 quintillion. Yet we still try to predict the unpredictable. Sound familiar? Right now, leaders are trying to forecast interest rates, AI impact, elections, global conflict, consumer behavior, hiring trends. Everyone wants the perfect bracket for t

Matthew Gerrell Fractional Chief Marketing Officer A few years ago, someone who I still have a lot of respect for on my team called me the “Ted Lasso of CEOs.” He thought he was being funny. At first, I laughed. I am not from Kansas. I do not coach soccer, sorry football. And I do not walk around with a mustache dispensing biscuits. But the more I thought about it, the more I realized it was one of the greatest compliments I have ever received as a leader. In fact, so much so

Matthew Gerrell Fractional Chief Marketing Officer | President Gerrell Collective In business we often celebrate individual achievements. Promotions, revenue milestones, awards, exits, recognition. The story usually centers on a single leader, founder, or performer. Yet every experienced executive eventually learns a truth that reshapes how they see progress. Real success is always shared. No organization grows because of one person’s effort. Strategy requires execution. Visi

Matthew Gerrell Fractional Chief Marketing Officer | President Gerrell Collective Over the last few weeks, I’ve shared a series of posts challenging how most organizations think about marketing. Not tactics. Not channels. Not creativity. But the foundational assumptions that determine whether marketing ever has a real chance to succeed. Across those posts, a few patterns emerged. Patterns I’ve seen repeatedly in organizations under real growth pressure. Marketing struggles no

(And Why Most Growth Plans Underestimate Exposure) Matthew Gerrell Fractional Chief Marketing Officer | President Gerrell Collective By the time marketing performance is questioned, the conversation usually sounds familiar. The tactics get debated. The channels get blamed. Creative gets scrutinized. Was it the message? The platform? The timing? Rarely does anyone ask the more important question: Was there enough exposure to begin with? The Tactics Debate Is a Distraction Or

(And how this is a leadership issue, not a marketing one) Matthew Gerrell Fractional Chief Marketing Officer Founder | President Gerrell Collective After publishing my last blog, I received a few questions. “So why is marketing accountability still so hard?” The answer isn’t lack of data. It isn’t lack of tools. And it certainly isn’t lack of effort. Marketing accountability is rare because most organizations don’t ask marketing to be accountable before execution begins. Ac

(And Why Budget-First Thinking Limits Results) Matthew Gerrell Fractional Chief Marketing Officer Most marketing conversations start with a well-intentioned question: “What’s the budget?” It sounds responsible. It sounds disciplined. But in practice, it’s often the moment marketing gets boxed in before it ever has a chance to work. I’ve watched campaigns break at scale across organizations with real budgets, real growth pressure, and real consequences when results stall. Not