Chief Marketing Officer

J. Awan & Partners

This role does not manage the marketing team day-to-day, write content, design collateral, or run events. A Head of Marketing and specialist team handle execution. The CMO owns what sits above: how to position the firm in the GCC and internationally, which thought leadership topics build authority, where events should be prioritised, and how to convert reputation into measurable pipeline. At 2 days per week: define the strategy, deliver the frameworks, coach the HoM, review performance, course-correct. The team executes independently the other 3 days.

6-12 Month Mission Outcomes ("What Success Looks Like")

Mission / Outcome

Success Metrics

GCC Market Authority

Competitive positioning and Differentiation against Big 4 and regional firms articulated in a framework the team uses in proposals, pitches, and client conversations. Competitive positioning document delivered and adopted by BD. BDs would confirm positioning is used in live deals. Win rate on competitive bids tracked and improving.

International Inbound Strategy

International inbound tracked as a distinct lead source from Month 1. Content and thought leadership targeting the regulatory authorisation and market entry journey published and generating enquiries. International leads growing to 20-30% of total leads by Month 10. Source markets (London, Singapore, Hong Kong, Africa and others) identified and tracked individually.

Thought Leadership Programmebr> Editorial calendar live by Month 2 with topics mapped to service lines and jurisdictions. Minimum 2 thought leadership pieces published per month. Inbound enquiries from thought leadership tracked as a distinct source. Thought leadership-sourced leads growing to 10%+ of total leads by Month 8.

Service Line Positioning

Messaging frameworks delivered for all eight service lines. Regulatory authorisation, outsourcing, and advisory lead the narrative. Cross-sell pathways documented and used in proposals. BD confirms messaging is current and used. Leads attributed to at least 3 service lines (not concentrated in one).

Event Strategy and Pipeline Attribution

Events selected based on where target clients and international prospects gather not geographic convenience. Pre-event outreach, on-site engagement, and post-event follow-up systematised. Pipeline attributed to events quarterly.

Lead Growth and Quality

Leads growing from 80 to 200/month. Lead-to-meeting conversion tracked by source and improving. Sources reported separately: thought leadership, events, referrals, organic, and international inbound. Quality assessed by BD feedback and meeting conversion, not just volume.

Head of Marketing Uplift

HoM producing quarterly marketing plans independently by Month 4. HoM presenting marketing performance to SLT without CMO drafting by Month 6. Coaching sessions held weekly. CMO hours on operational decisions reducing quarter over quarter. Assessed by Group Director.

SLT Commercial Narrative

Monthly marketing performance report delivered to SLT on time. Report covers leads by source, lead-to-meeting rate, event ROI, thought leadership impact, and international pipeline. At least one SLT investment decision per quarter informed by marketing data.

Key Accountabilities

Accountability

Key Responsibilities

Success Indicators

Market Positioning and Competitive Strategy

Define how j. awan & partners is positioned in the GCC and internationally. Articulate the firm's differentiation against Big 4 and regional competitors. Build messaging frameworks by service line, by jurisdiction, and by client segment. Own the narrative that makes the firm the first call for GRC advisory in the Middle East.

Positioning documented, adopted by BD, and visible in market. Competitive differentiation clear in proposals and client conversations.

International Inbound and Market Entry Positioning

Design the strategy that makes j. awan & partners visible to international firms considering Middle East entry. Define content and thought leadership targeting the regulatory authorisation journey. Identify where international prospects research (London events, Singapore forums, global publications) and ensure the firm is present. Build the "gateway to the GCC" narrative.

International inbound leads tracked and growing. Firm visible in target international channels. Gateway positioning adopted.

Thought Leadership and Practitioner Visibility

Design the thought leadership program: editorial calendar, regulatory commentary topics, jurisdiction guides, practitioner visibility plan, executive ghostwriting direction. Ensure content converts expertise into pipeline, not just awareness. Map topics to service lines and target jurisdictions.

Editorial calendar live. Thought leadership producing inbound enquiries. Practitioner profiles active in market.

Event Strategy

Define where the firm should be present - prioritised by where international clients currently sit (London, Singapore, Hong Kong) and where GCC prospects gather. Shift event selection from geographic convenience to commercial opportunity. Design pre-event, on-site, and post-event playbooks. Own pipeline attribution for events.

Events selected on commercial logic. Pipeline attributed quarterly. Event ROI reported to SLT.

HoM Coaching and SLT Advisory

Coach the Head of Marketing on strategic thinking, positioning, and commercial narrative. Challenge content quality and thought leadership direction. Shape the marketing performance narrative for SLT. Advise on investment decisions and market prioritisation.

HoM operating independently. SLT receives commercial narratives. CMO dependency reducing.