Lookthrough — Interim Marketing Leadership & Funnel Development

Completed Mandate · Interim CMO (iCMO) · B2B Software / Analytics · Switzerland · 2025

This project documents my work as an Interim Chief Marketing Officer (iCMO) supporting Lookthrough during a defined transition phase.

The mandate focused on stabilising marketing leadership, developing a clear marketing and sales funnel, and advancing a brand identity refresh to support future go-to-market activities.

Context

• Company: Lookthrough AG
• Industry: B2B Software / Analytics
• Geography: Switzerland
• Timeframe: Q3 2025 (defined interim engagement)
• Role & mandate: Interim CMO / Fractional Executive Marketing, responsible for marketing leadership, funnel development, and brand direction

Starting point

At the start of the engagement, Lookthrough required temporary senior marketing leadership to support several foundational initiatives.

Key challenges included:

• Leadership coverage
  • The organisation required a dedicated marketing lead to take ownership of marketing topics and provide continuity during a defined phase.
• Funnel clarity and alignment
  • The marketing and sales funnel needed clearer structure and ownership
  • Alignment between marketing and sales functions required active coordination
• Brand positioning readiness
  • A brand identity refresh was planned but required leadership, direction, and internal alignment to move forward

The primary constraint was time-bound impact:

the mandate needed to focus on a small number of high-leverage initiatives rather than broad execution.

Scope of responsibility

Responsible for

• Marketing and sales funnel development
  • Leading the definition and structuring of the marketing and sales funnel
  • Acting as the primary marketing counterpart for funnel-related topics
• Brand identity refresh leadership
  • Overseeing the brand identity update in collaboration with an external design studio
  • Facilitating internal feedback and decision-making on creative direction
• Internal alignment and communication
  • Ensuring clear coordination between marketing and sales stakeholders
  • Providing regular updates and proactive input to leadership
• Interim marketing leadership
  • Acting as point of responsibility for marketing topics during the engagement
  • Bringing structure and prioritisation to ongoing initiatives

Explicitly not responsible for

• Direct sales execution
• Full-time operational management beyond the interim marketing mandate

Collaboration model

Worked closely with:

• Internal leadership and key stakeholders
• Marketing and sales counterparts
• External creative partners responsible for the brand identity work

Key decisions & initiatives

Focus on funnel fundamentals

Given the interim nature of the role, a deliberate decision was made to:

• Prioritise funnel clarity and ownership
• Avoid dispersing effort across low-impact marketing activities

This ensured that marketing work directly supported sales and future growth.

Brand identity progression

In parallel, the brand identity refresh was advanced by:

• Providing clear leadership and direction
• Moving the project from exploratory discussions into concrete creative concepts

What was reinforced or initiated

Reinforced

• Clear division of responsibilities between stakeholders
• Regular alignment on funnel-related topics

Initiated

• Structured collaboration with the external brand agency
• Clear ownership for marketing decisions during the interim phase

Outcomes

• Marketing leadership was stabilised for the duration of the mandate
• A clear marketing and sales funnel structure was established
• The brand identity refresh progressed to a defined creative concept stage
• Internal alignment between marketing and sales improved

From an organisational perspective:

• Decision-making became more focused
• Marketing discussions shifted toward structure and priorities rather than ad-hoc execution

Lessons learned

What I would repeat

• Focusing on a small number of foundational initiatives in an interim role

What I would do differently

• No major changes identified given the defined scope and timeframe

What others can learn

In interim leadership roles, value is created by quickly identifying and owning the few initiatives that unblock future progress — not by attempting to do everything.