Former CMO at Suntory Warns: When CFO Questions Come Too Late

Former CMO at Suntory François Bazini argues that marketing leaders risk losing boardroom influence when they prioritise campaigns over business strategy.

François Bazini, the Former CMO at Suntory Beverage & Food Europe believes that problems emerge when CFOs begin asking critical questions related to the business and marketing leaders fail to recognise the disconnect between what their department does and commercial imperatives.

His opinion piece, featured in The Drum in October 2026, urges CMOs to think critically about the limitations of their responsibilities.

At a glance

What happened: François Bazini identified five CFO questions that can help recognise issues in marketing leadership

Who is involved: Former CMO at Suntory, Danone and PepsiCo François Bazini

When: October 2026, as the debate around the CMO’s influence gains traction

Why CFO questions are a warning call for CMOs?

In his article, if your CFO is asking marketing these questions, it’s probably too late, François Bazini states that the issues emerge long before the budget meeting starts. When marketing leaders focus on narrow specialist marketing solutions and fail to recognise the wider challenges their business faces, they begin losing influence with finance leaders.

His argument reflects a growing concern in the marketing sector regarding CMOs’ lack of commercial acumen.

In his LinkedIn post, which complements the opinion piece in The Drum, François Bazini writes that “many CMOs had already retreated from being business executives to being marketing specialists.”

The ability to recognise the link between marketing initiatives and wider business objectives is crucial, especially when CFOs begin questioning the marketing team. A CMO can secure excellent results in terms of engagement, but they will fail if their marketing effort does not address a specific source of concern for the business.

What should marketing leaders know about business growth?

Bazini’s main argument focuses on the need for CMOs to understand the dynamics of their category and make decisions based on commercial imperatives rather than marketing-specific considerations.

They need to be aware of what drives the growth of their category and what they are willing to sacrifice to pursue certain objectives. It means that they must accept that their efforts may not always pay off in measurable metrics, such as revenues, costs or expenses. The CMOs must have a firm grasp of the financial and economic realities of their category and be able to demonstrate how their efforts contribute to the wider goals of the business.

Why is it important for CMOs to consider wider business considerations?

The implication of Bazini’s argument is that finance leaders will not provide support to initiatives that do not contribute to the company’s core objectives. In addition, should the financial and business planning functions fail to recognise the value that marketing brings to the table, they can question not only the budget but the very existence of the marketing function. The disconnect between the CMO and the CFO can have far-reaching consequences, including a reduced scope of influence for the marketing leader.

In addition, the CMOs must understand the limitations of their role and recognise that they cannot expect to deliver on all fronts.

Bazini’s argument suggests that the CMO function should encompass a broader set of responsibilities, including financial planning and operations, rather than being limited to communications and brand management activities.

More to Know

Bazini’s opinion piece has been published as CMOs continue to grapple with their diminishing influence in the executive suite. Marketing leaders must evolve to reflect the realities of their category and be able to recognise the contribution that they make to the wider business strategy.

Business Fortune concludes as the Former CMO at Suntory calls on CMOs to recognise the financial and strategic realities of their category and be prepared to justify the marketing spend based on the objectives that it supports.

FAQs

1. Who is the Former CMO at Suntory mentioned in this article?

François Bazini, who has held marketing and innovation leadership positions at Suntory Beverage & Food Europe, as well as at Danone and PepsiCo.

2. What is François Bazini’s article in The Drum about?

It discusses the concerns of CFOs about the understanding of the marketing function by CMOs

3. Why are CFOs concerned about the responsibilities of CMO?

Because they need to ensure that the efforts of the marketing function contribute to their commercial objectives.

4. How can CMOs improve their relationship with CFOs?

By understanding the commercial realities of their category and being able to recognise the ways in which their function supports the company’s goals.

5. Why is the understanding of business strategy important for marketing leaders?

It enables them to operate the marketing function more effectively and ensure its positive contribution to the company’s objectives.

Sources
The Drum