Geoff Main, managing director & founder at Passionberry Marketing: We will see ‘Human through AI’ as a service becoming the standard. Top CX teams will route high-emotion moments to humans, but move everything else to well-trained agents. This isn’t speed alone; it’s about appropriate escalation. Meanwhile expect to see AI agents move from ‘novelty’ to P&L. Agent projects require a business case: target minutes saved, error rates reduced, revenue created.

I would also expect to see ‘unbundled journeys rebundle around context’. This means customers will move between chat, SMS, email and in-person seamlessly. Systems that can’t carry context forward create churn. Context-carry will become a board metric.

Iris Chan, marketing and growth leader: Expect to see more democratisation of agentic AI. The creation of custom AI agents will no longer be in the realm of software engineers and developers. With the success of no-code platforms, non-technical people can design, fully customise and create an AI agent. 

The proliferation of AI agents will lead to stronger yearning for authentic, humanised experiences. While people will love the convenience and speed of AI-powered transactional scenarios, they will crave for the presence of real humans and emotional connection in high-value, high-stakes exchanges. Human beings are innately gregarious so you can only defy human nature for so long. Covid has provided a strong proof point of this.

Meanwhile, the buying journey will continue to be consumerised. It is no longer enough to personalise buying experiences, the trend will be hyper-individualisation – being able to tailor experiences based on individual preferences and historical behaviours or patterns. 

Pip Stocks, director at Pip Stocks Consulting: CX has matured beyond convenience. What people want now is to feel understood. Emotion, not efficiency, is what keeps customers close. Brands that win will design for reassurance, excitement, trust and joy at every interaction blending empathy with tech to create experiences that feel alive and uniquely human.

The next era of CX will move from journey mapping to emotional mapping designing experiences that feel human, not just frictionless. 

At the same time, AI will no longer be the shiny toy; it’s the quiet force behind smarter, faster, more customer-led decisions. It’s what allows founders to move from overwhelm to focus on turning data into insight, chaos into clarity. In this next phase, AI becomes an enabler of creativity and compassion: a tool that helps us see customers more clearly, not just scale faster.

Dr Anna Harrison, founder at RAMMP: AI is not a tool, it’s a confidant – and we will see this shift in perception in the year ahead. Most people still treat AI like a productivity hack. But recent HBR research shows the most common uses of GenAI in 2025 were therapy, life planning, and personal growth.

We’re not just using AI. We’re confiding in it.

This means when ChatGPT recommends a product, it doesn’t feel like a search result. It feels like advice from someone who knows you and has your best interests at heart. And with the updates in ChatGPT (InstantBuy), this is the space to watch in 2026.

Marketers must understand: AI isn’t a channel. It’s a relationship. And it’s intimate.

Fabrizia Roberto, fractional CMO & founder of The Silva Spoon: Heading into 2026, the trends are clear: experience will lead, technology will support (not replace) human creativity, and fractional leadership will become a strategic norm.

People don’t need more content. I see that the brands that cut through are the ones that manage to create emotional, memorable touchpoints.

Brands that prioritise customer experience are seeing stronger engagement and trust than those focused on volume. Physical spaces, digital rituals, and service-led branding are all part of that.

AI is firmly embedded in the marketing stack now, but it’s no longer a differentiator. The real edge comes from how well it’s applied. A clear focus on understanding your customer and crafting your unique strategy to connect with them, not just automation, will drive results.

Satya Upadhyaya, marketing technology leader: Personalisation in 2026 isn’t a token merge variable anymore. The brand that can treat each customer interaction as a unique moment of connection wins. And the brand that treats consent, trust and value exchange as secondary loses. Hyper-personalisation powered by AI: The move from “segment of one” to “moment of one” — dynamic content, real-time context, micro-communities, linguistic/cultural/behavioural nuance. This will be powered by event-streaming and live decisioning – Data collected, processed, fed into the decision engine, triggers action immediately. The “journey” becomes fractal and adaptive.

Responsible personalisation will be the new trust currency. Brands that build transparent data practices, consent frameworks, zero-trust data design, minimise risk and earn deeper engagement. Creative & AI convergence: Generative AI will help scale creative personalisation, but marketers must guard against generic content. Authenticity, brand voice and context matter more than ever.

AI will not replace marketing; it will redefine it as a living, learning system powered by collaboration between human creativity and machine cognition. It will play a supporting role to central intelligence. It will design segments, pick channels, adjust spend, optimise creative, predict behaviour, and orchestrate experiences — all within the guardrails we set.

Stuart Matthewman, B2B Marketing leader & CMO

Most “CX issues” I hear about aren’t journey problems, they’re basic failures to deliver. Customers are chasing clarity, speed and follow-through. In 2026, the companies that win won’t have the nicest journey maps; they’ll be the ones who answer quickly, solve problems the first time, and stop hiding operational issues behind warm language. Fix the basics and CX improves.

When it comes to AI, boards won’t care about pilots, demos or clever use cases anymore. They’ll want to know what changed:

Did it speed something up?

Did it reduce waste?

Did it create revenue?

If the answer isn’t clear within 3-6 months, budgets will dry up. Not because AI failed, but because the business finally expects it to act like real technology, not a promise.

The post What B2B, B2C marketing leaders envision on what’s next in CX, personalisation, and AI marketing in 2026 appeared first on MARKETECH APAC.

But a successful fractional executive marketing hire needs a strategic approach. We spoke to several marketing experts, most of whom are fractional themselves, working in Asia-Pacific, to share their insights on how businesses can leverage this model of work, its benefits and the expectations that go along with it.     

Fractional CMOs reflecting today’s rapidly shifting digital and AI landscape

The fractional trend underscores the rapidly evolving digital marketing ecosystem, where agility, specialised expertise, and strategic flexibility are paramount, says Michelle Carden, senior regional marketing lead of B2B SaaS for APAC at Surreal.

“It reflects a broader shift towards project-based, outcome-driven talent models that prioritise specialised skills, especially for complex scenarios like international market expansion and region-specific marketing strategies,” she says.

The trend shows how fast things are changing, adds Nick Rameka, managing director at JungleMapper. Especially given marketing and digital spaces are more complex than ever, with constant innovations like AI and data analytics. 

“Businesses need flexibility to keep up with shifting consumer behaviours and technologies, he says. “Fractional roles reflect this need for agility and results-driven strategies. It also ties into the gig economy, where businesses are more open to hiring experts for specific projects rather than full-time roles.”

The rise of fractional leadership reflects a fundamental shift in how businesses need to operate today, Billy Loizou, APAC area vice president at Amperity explains. Even a $5M company now requires the same sophisticated marketing stack that was once only accessible to enterprises – think CDP platforms, marketing automation, advanced analytics, and AI-driven personalization. The complexity has grown exponentially.

“Take a typical mid-sized e-commerce company. They’re juggling multiple data sources, trying to create unified customer profiles, managing omnichannel campaigns, and implementing predictive analytics – all while competing with larger players who have entire teams dedicated to each of these areas. That’s where fractional leadership becomes transformative,” he says.

According to Loizou, what’s particularly exciting is how this model is democratizing access to senior expertise. A company doing $10M in revenue can now get guidance from someone who’s managed $100M+ marketing budgets and implemented enterprise-grade solutions. They can tap into best practices from multiple industries and apply proven strategies that would have been out of reach just a few years ago.

“This shift is also pushing the boundaries of traditional executive roles,” he adds. “The lines between marketing, technology, and data are blurring. Companies need leaders who can not only craft marketing strategy but also understand the technical infrastructure required to execute it effectively. The fractional model lets them access this hybrid expertise in a way that’s both practical and affordable.”

Benefits of a fractional vs full-time executive CMO hire

Experts agree companies are seeking strategic expertise without the full-time overhead, allowing access to high-calibre marketing leadership at a more flexible and cost-effective price point.

“This is especially critical for complex scenarios like regional expansion, such as SaaS companies entering the Asia-Pacific market, where specialised, nimble leadership can drive strategic market entry,” Carden says.

“The real value goes beyond cost savings,” Loizou adds. “Most fractional executives work with multiple companies simultaneously, which creates a unique ‘cross-pollination’ effect. When they encounter a challenge in one business, they can apply insights and solutions they’ve seen work in other contexts. This breadth of current, hands-on experience across different industries and business models is something a full-time executive simply can’t offer.”

According to Loizou, another critical factor is speed to value. Fractional executives have usually seen and solved similar challenges dozens of times across different contexts. Instead of spending months getting up to speed like a traditional hire, they can typically diagnose issues and implement solutions within weeks. They’re not learning on the job – they’re applying proven playbooks and adapting them to your specific situation.

“The model also provides incredible flexibility,” he adds. “Companies can scale the engagement up or down based on their needs, bring in different expertise at different growth stages, and essentially build a dynamic executive team that evolves with their business. In today’s fast-moving market, this adaptability is becoming essential rather than optional.”

The companies adopting these roles – more common than you think

Experts reveal companies typically looking at adopting these roles often fall into one of the following categories:

• A funded startup that needs to step up their marketing or data strategy and execution but want to try before they buy
• Mid-sized startups, scale-ups, and smaller enterprises with complex marketing or data needs, including unicorn SaaS companies expanding into new regions like Asia-Pacific. 
• An existing business looking to create a new product/range
• An existing business that has one senior marketer or data lead, but they need senior support to help coach/support them
• A fast-scaling business that needs a flexible marketing or data team to fill the gaps 
• Businesses that know they need expert marketing or data leadership they can trust but can’t afford a true CMO on a full-time basis
• Larger organisations expanding into new markets or launching key initiatives, all without disrupting their existing leadership structure.

According to Loizou, we’re seeing adoption across several distinct segments. First, there are the high-growth companies in the $5-20M revenue range – typically tech startups or D2C brands that have proven product-market fit and need to scale their customer acquisition. They’ve outgrown their initial marketing playbook but aren’t ready to commit $300K+ annually for a full-time CMO.

“Then you have established mid-market companies in the $20-50M range who are going through significant transitions – maybe they’re expanding into new markets, launching new product lines, or undertaking digital transformation. These companies often have solid marketing teams but need executive-level guidance for specific initiatives or to modernize their approach to data and digital,” he says.

Loizou highlights what’s interesting is we’re also seeing larger enterprises, particularly in traditional industries like manufacturing or professional services, using fractional leaders to drive specific transformation projects or to fill capability gaps. They might have a full C-suite but bring in a fractional CDO to lead their AI strategy or a fractional CMO to overhaul their digital presence.

“The trend has evolved beyond just CMOs and CFOs – we’re seeing fractional CTOs helping companies modernize their tech stack, fractional CDOs building out data strategies, and even fractional CEOs helping companies navigate critical growth phases,” he adds. “It’s becoming a strategic tool for accessing specialized executive talent exactly when and how it’s needed most.”

What makes someone a good candidate for a fractional CMO?

According to Carden, an ideal fractional CMO possesses a robust portfolio of strategic achievements, demonstrates rapid adaptability across industries, and can quickly diagnose and implement marketing solutions. 

“Exceptional candidates, particularly in regional expansion contexts, have proven track records of navigating complex market entry strategies and driving measurable results across diverse cultural landscapes,” she explains.

Fractional CMOs have to be able to juggle many problems and projects, likely for more than one client, adds Geoff Main, managing director & founder at PassionBerry Marketing. So, you need to be able to shift your thinking across various different mindsets like target audiences, messaging, brands, and so on.

“Resilience, adaptability and a broad skillset outside of marketing,” he adds. “Of course, fractional CMOs also need some key marketing skills that are directly applicable to the challenge so they can score some early wins.”

“Stakeholder management, particularly working in complex organisations, is also very valuable, as is being super clear about your communication style and being consistent about your approach. This is one of the quickest ways to build trust.”

Fractional CMOs need experience — lots of it. Companies hire fractional executives because they’re seasoned pros who can hit the ground running, says Nick Rameka, managing director at JungleMapper.

“You’ve got to be strategic, adaptable, and results-focused, with the ability to quickly assess a company’s needs and create a plan of action,” he explains. “Great communication skills are also key since you’ll be working with teams and stakeholders who need clear direction and motivation.”

Key considerations before engaging with fractional executives

Experts agree companies must clearly define the role, expectations, deliverables, and success metrics upfront, and create robust communication channels to integrate fractional leaders effectively. 

“This is especially crucial in international expansion scenarios, where alignment on regional nuances, market-specific strategies, and clear performance indicators become paramount,” Carden says.

Before engaging with fractional executives, companies should also ensure clear communication and alignment to avoid potential challenges, says Som Puangladda, founder & managing director at Nomadic Growth.

“It’s crucial to define the scope of responsibilities upfront to prevent role overlap and ensure smooth collaboration. Establishing specific goals and metrics early on will align expectations and provide a clear way to measure success,” she says.

“Additionally, positioning the fractional leader as a key part of the team fosters integration and encourages seamless collaboration. Companies should also respect the boundaries of the fractional role, understanding its limitations. Trusting the fractional executive’s expertise is vital, as they bring valuable insights and a focus on delivering high-impact results.”

The thing that kills the concept of fractional executive hires is changing the expectations and deliverables set out for them, adds Main.

“I’ve seen many fractional leaders chosen for specific skills and sold on an idea for what the CEO wants, but then the work they get asked to do is not in line with that initial plan,” Main says. “Fractionals need some time to assess the environment and best work out what’s needed. But they should be clear in their feedback and companies that hire them need to be able to take this on board, even when it is difficult to hear.”

How companies typically structure fractional CMO arrangements

According to Mark Baartse, outsourced chief marketing officer at MarkBaartse.com Consulting, the scope and responsibilities of a fractional executive can be extremely broad, and often organisations know what they don’t know, but defining the exact problem is sometimes part of the engagement. 

“This can be very open-ended,” he says. “In terms of time commitment, I typically work in three ways: a set fixed scope project; an open-ended project where part of the project is typically defining the scope; and ongoing support.”

Experts reveal the time commitment for fractional executives can vary depending on the company’s specific needs. Some companies might structure the arrangement as a few days a week, on retainer (a fixed number of hours each month), project-based, or even as an advisory or mentoring where the executive provides guidance but isn’t hands-on with the day-to-day work.

“Responsibilities are typically focused on strategic planning, team leadership, or driving key growth initiatives,” Puangladda explains. “Many companies structure these roles around clear deliverables, ensuring accountability and providing a way to track progress effectively.”

“Striking the right balance in how fractional executives allocate their time — whether with the team for updates or across operational and revenue-generating activities — is essential to maintaining continuous progress. This customised approach allows companies to access executive-level expertise without the commitment of a full-time hire.”

Is the future fractional?

As we’ve seen from the expert voices featured in this piece, fractional CMOs can truly benefit businesses looking to stay ahead of the curve in today’s complex data-driven landscape.

It’s clear that access to expert marketing guidance is no longer reserved for large organisations. Thanks to the growth of fractional leadership, smaller businesses can now access the same level of strategic thinking and technical acumen that was once only affordable by larger companies. 

This is critical as the importance of managing company and customer data continues to ramp. Data volumes are growing, making it increasingly challenging for organisations to consolidate and analyse effectively. 

By combining this expertise with robust data platforms and effective data management practices, organisations can unlock their full marketing and analytical potential and make informed decisions about how to use their growing datasets. 

The post Ready to hire a fractional CMO? Here’s what you need to know appeared first on MARKETECH APAC.