While a strong personal style is valuable, a CMO's primary role is to operate at the intersection of who they are and what the brand represents. The job isn't to be a "rock star" imposing a singular vision, but to deeply understand the brand's DNA—what its community loves about it—and amplify that truth.

Gap's CEO, Richard Dixon, implemented a playbook centered on reinvigorating the brand's core DNA and connecting it to modern culture. This focus on cultural relevance, rather than just product, is presented as the primary driver of their financial resurgence.

In its turnaround, Gap resists the urge to simply recreate its '90s heyday. Instead, CMO Fabiola Torres insists on looking forward, aiming to define the brand for 2026. The company's rich archives serve as inspiration for new, current creative, not as a blueprint to be copied.

Inspired by Nike's approach with athletes, Gap fosters deep, family-like relationships with its talent partners. This moves beyond transactional briefs to create a comfortable, collaborative environment where both the brand and talent can push creative boundaries together.

To rally senior leaders around a brand reinvention, AT&T's CMO had them share stories about brands they personally admired. This exercise revealed that brand love stems from product and service—not just ads. It successfully reframed brand building as a collective, company-wide responsibility.

To regain cultural relevance, a brand can't just claim to be cool. Using a classroom analogy, Gap's CMO explains the strategy was to stop acting like an eager 'front-row' brand and instead move to the 'back of the room,' a place where coolness is subtly earned through actions, not assertions.

While attending every major shoot, Gap's CMO doesn't micromanage the creative director. Instead, she focuses on intangible elements like the talent's expression and the overall mood. Her goal is to capture confidence and uplift, not just generic happiness, ensuring the brand's essence is authentically represented.

To ensure customer-centricity, Sherina Smith encourages her team to think of the brand as the customer's best friend. This framework guides decisions by asking if an action anticipates needs, delights, and builds trust, just as one would for a close friend.

To fix a struggling brand, don't immediately jump to new channels. Start by auditing the brand's core DNA: its proposition, audience, and the key consumer insight it leverages. Most problems stem from a lack of clarity in these foundational areas, not poor execution.