The First 90 Days as a CMO: Five Key Lessons for Building Trust and Driving Success

The first 90 days as a CMO are always a challenge. The expectations are high, the learning curve is steep, and the pressure to make an immediate impact can feel overwhelming.

But success in the first 90 days as a CMO doesn’t come from making big, sweeping changes. Instead, it requires building trust, asking the right questions, and making smart, strategic moves to set the foundation for long-term success.

That’s exactly what Bryce Hoffman, Vice President and Chief Marketing & Communications Officer at Worcester Polytechnic Institute (WPI), shared in this insightful episode of The Higher Ed Marketer podcast.

With experience at public and private institutions across multiple states, Bryce offers a firsthand look at what it takes to step into a CMO role with confidence. 

His approach balances institutional tradition with bold marketing strategies, proving that trust-building is just as crucial as innovation.

Lesson 1: Build Trust Before You Build Strategies in Your First 90 Days as a CMO

One of the biggest challenges for a new CMO is earning trust—both internally and externally. 

Bryce emphasized that his first priority at WPI was understanding the culture and earning credibility with his team and campus leadership.

CMOs who rush into making changes without first building trust often face serious challenges. 

Without understanding the institutional culture, they risk alienating their team, frustrating leadership, and ultimately undermining their own efforts.

When a CMO imposes change without first listening, the marketing team may feel disregarded and undervalued. 

Long-standing team members might perceive the new leader as dismissive of their institutional knowledge and expertise. 

This can lead to resentment, disengagement, and resistance—even if the changes are ultimately beneficial. 

Instead of fostering collaboration, the team may adopt a “wait and see” attitude, reluctant to invest effort in initiatives they don’t fully believe in.

University presidents and other senior leaders expect a CMO to make an impact, but they also value someone who understands the institution’s unique challenges and goals. 

A CMO who moves too aggressively without buy-in may be seen as out of sync with the institution’s values. 

This can cause a lack of confidence from leadership, making it harder for the CMO to secure the approvals, budgets, and cross-campus support needed for major initiatives.

Without trust and collaboration, even the most well-intended marketing strategies can fall flat. 

A CMO who fails to bring people along may find their initiatives blocked, ignored, or only half-heartedly implemented. 

Cross-campus buy-in is essential for successful branding, enrollment marketing, and institutional messaging. 

Without it, marketing efforts lack cohesion, fail to gain traction, and ultimately do not deliver the desired results.

Bryce took a different approach. Instead of immediately making changes, he prioritized listening, observing, and building relationships.

“When you step into a leadership role, people want to know who you are and how you operate. Are you going to support your team? Are you going to listen before making changes? That trust is everything.” – Bryce Hoffman

He also recognized that his actions in those early days were setting the tone for the entire marketing team and the campus at large.

“I describe a lot of it as a tightrope experience. The team wants to know: Who is this guy? How much change is he going to bring? How fast? Is it the right kind of change for them? And most importantly—does he have our backs?” – Bryce Hoffman

By taking the time to earn credibility before implementing change, Bryce ensured that his team saw him as a leader who valued their expertise, protected their creative risks, and made decisions with a deep understanding of WPI’s culture.

This approach set the foundation for a strong, collaborative marketing culture where people felt heard, respected, and motivated to contribute.

By focusing on trust-building first, CMOs can accelerate long-term success rather than struggle against internal resistance.

Instead of immediately implementing new strategies, Bryce took the time to:

• Meet with key stakeholders across campus to understand expectations and concerns
• Listen to his team and assess their needs before making major decisions
• Reassure leadership that he was there to strengthen, not disrupt, their marketing efforts

Lesson 2: Ask ‘Why’ Before Changing ‘How’

For new leaders, the temptation to fix things right away can be strong. 

But Bryce argues that understanding the “why” behind existing processes is just as important as improving them.

It’s easy for a new CMO to assume that inefficiencies exist because previous leadership wasn’t strategic or proactive enough. 

However, in most cases, there was a reason why things were done a certain way—even if that reason is outdated. 

A leader who rushes to change things without first understanding the institutional history behind them risks disrupting essential workflows, creating unnecessary conflict, or even undoing past efforts that were working.

Bryce shared a perfect example of how asking the right questions helped him uncover an inefficient practice that had gone unquestioned for years:

“As soon as I was asked to start approving invoices, I started asking what all of them were for. We were paying a storage fee for books—1,300 books sitting in a warehouse for nearly a decade. Nobody knew why we were storing them, and nobody really needed them. By simply asking ‘why,’ we saved over $14,000.” – Bryce Hoffman

This type of situation is a common challenge for new CMOs. 

Without taking the time to assess existing systems, leaders might continue allocating budget, staff time, or resources to efforts that no longer serve the institution’s goals.

How a Lack of Due Diligence Can Backfire:

• New marketing leaders may disrupt processes that are actually working just because they don’t fully understand them.
• Rushed changes without proper buy-in can create friction with leadership and staff, leading to a lack of support.
• Overhauling systems without knowing the history behind them can result in wasted effort, lost momentum, and even financial loss.

By prioritizing curiosity over assumptions, Bryce not only eliminated wasteful spending but also set a precedent for accountability and strategic decision-making. 

This approach reassured his team and leadership that change wouldn’t happen for the sake of change—but only when it was justified and beneficial.

For new CMOs, the lesson is clear: Before making changes, ask why things are done a certain way. 

The answers might surprise you—and could save you from costly mistakes.

Bryce’s approach to asking questions before making changes helped him:

• Avoid unintended consequences of immediate decisions
• Identify quick wins that saved resources without resistance
• Show his team and leadership that he valued their insights

Lesson 3: Take Smart Risks to Strengthen the Brand

Many higher ed marketing teams play it safe, fearing pushback from leadership. 

But Bryce argues that risk-taking is essential—as long as it’s strategic.

“Most higher ed marketing looks the same. Safe messaging won’t help you stand out. But bold, student-centric branding? That’s what gets attention.” – Bryce Hoffman

A prime example? His son, a high school senior, was drawn to Swarthmore College simply because they sent him an email written in binary code. 

The creative risk worked—it captured his attention and set the school apart from the competition.

Bryce challenges higher ed marketers to:

• Be bold with messaging—don’t be afraid to differentiate
• Experiment with fresh ideas—test, measure, and refine
• Educate leadership—help them understand the value of taking calculated risks

There is a delicate balance that you have to walk during your first 90 days as a CMO between listening to those on your team and trusting what your gut is telling you. 

Once you’ve got the feedback you need, don’t be afraid to take smart risks!

Lesson 4: Lead with Empathy and Confidence

Finally, Bryce emphasized the importance of leading with both strength and humility. 

Stepping into a CMO role means navigating competing priorities, high expectations, and institutional traditions.

Instead of bulldozing through with a new vision, Bryce approached leadership with:

• Empathy—understanding the fears and hopes of his team
• Confidence—owning his decisions while remaining open to feedback
• Collaboration—ensuring that change was a shared journey, not a solo mission

Final Takeaway: Be Courageous, But Thoughtful

Bryce’s journey as a new CMO at WPI is a masterclass in balancing strategic change with trust-building. His advice to higher ed marketers stepping into leadership roles?

• Take the time to listen before making changes
• Ask the right questions before assuming solutions
• Be bold in branding, but educate leadership on the “why”
• Lead with confidence, but also with humility

Your first 90 days as a CMO aren’t just about making an impact—they’re about laying the groundwork for long-term success.

🎧 Listen to the Full Episode

Want to hear Bryce’s full insights? Tune in to Episode #196 of The Higher Ed Marketer podcast now!

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Featured image via wpi.edu
Woman in office image via Midjourney