Bob Sherlock

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Bob Sherlock often works with companies serving business markets that face one of two challenges: · An innovative offering that isn’t ramping up sales fast enough · Getting squeezed on price Bob solves those problems by helping clients find their Hidden Value, message it so that prospects perceive that value, and pricing to get paid for it. As a result, his clients can grow sales and margins at the same time. Bob’s experience includes consulting at Marketwerks and The ProAction Group, and founding and running a venture-funded logistics service provider operating a network of automated, unmanned delivery drop points. Earlier, Sherlock was CMO for Wickes Inc., a distributor and retailer of building materials.
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Recent Posts

What Is Marketing, Really? Why Founders and CEOs Must Lead the Most Misunderstood Function in the Business

What Is Marketing, Really? Why Founders and CEOs Must Lead the Most Misunderstood Function in the Business

Thu, Jul 9, 2026 | Posted by Michael Lang

 

Executive Takeaways

  • Marketing is a core enterprise capability, not a support function, and deserves the same CEO-level engagement as Finance and Operations.
  • Without a unifying system, individually reasonable decisions accumulate into random acts of marketing.
  • Modern tools make execution faster, but they don't create strategic clarity, so the gap between activity and alignment keeps widening.
  • CEOs can't delegate marketing entirely. Leading it means ensuring insight, strategy, and execution stay connected.

This blog is part of Chief Outsiders’ Marketing Leadership for CEOs series, an ongoing examination of the critical dimensions of Marketing (the capital “M” is intentional, as you’ll see) that every CEO needs to understand.

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