How to Land Advising Roles as an Executive

CEOs tap executives for advisory roles for two key reasons — to either invest in a specific team leader or to improve outcomes in a particular function. For instance, I advise CEOs and their CMOs on enhancing GTM success that fuels revenue and valuation growth. Sometimes this involves helping a leader grow, other times it is about creating a new category or building demand for a PLG motion when a company has historically led with an Enterprise GTM. The needs vary.

As an executive, advising roles not only offer financial rewards, but also provide a broader market perspective. Observing how your function operates in other companies allows you to refine your own knowledge and apply it more effectively.

There are several paths to becoming an advisor as an executive, but here is my 5 step framework:

1. Become an attractive advisor

2. Harness your network for referrals

3. Pitch and close your first client

4. Help your client build success

5. Get more clients

1. Become an attractive advisor

Becoming a desirable advisor while in an operating role not only exposes you to valuable learning opportunities and expands your professional network, but also provides a pathway to continue contributing to your field beyond the confines of a traditional 9am-5pm schedule.

1. Become at least VP level.

The first hurdle is seniority. Who can you advise if you are not senior yourself? As a product marketing manager, advising CMOs would be unlikely. However, one-off consultations on project execution could be possible.

Sustained, 6 to 12-month engagements focused on achieving client goals will require VP-level experience. C-level executives in public companies are attractive advisors to public companies as well as startups. VPs at public companies are attractive advisors to most startups. And VPs at late-stage startups are attractive to early-stage ones.

2. Identify your expertise.

Some career paths involve frequent jumps between functions, advocating for a "jungle gym" approach. While diverse experience is valuable, sustained focus within a function is important for establishing credibility. You want to be known for achievements like "helping reposition multi-billion dollar product lines" or "helping to create new categories.” You do not have to be the sole driver, but a key contributor to the success story. Additionally, having multiple success stories across different business problems broadens your advising, making it more strategic and comprehensive.

Ask yourself these three questions to identify your area of expertise:

1. What do I enjoy doing the most?

2. How have I impacted companies’ success?

3. Which success stories translate well to advising?

3. Build your brand around your framework.

By this point, you will have a framework for helping others achieve similar results. This is what clients invest in when hiring advisors. 

Develop your step-by-step framework and promote it by speaking at conferences frequented by your target audience (e.g., SaaStr). This establishes your expertise and opens doors to advising opportunities.

2. Harness your network for referrals

Your network is your gateway to advising gigs and will also seal the deal for you. They become your references, vouching for your capabilities if you are new to advising.

1. Activate your network.

Inform your network about your desire to pursue advising and your preferred area of expertise. This helps them to refer you when relevant opportunities arise. 

Also, your network extends beyond immediate connections and includes executive recruiters who reach out to you. If they approach you about a full-time role, express your openness to advising. They may introduce you to their client under those expectations.

2. Network with VCs, CEOs and C-suite people.

Leverage your network to gain introductions to these contacts. They will want to talk with you because you have a great pitch on how you will help their companies. Cold outreach can also be effective, especially if you have prior experience at a well-recognized company.

3. Connect with fellow advisors.

Network with others specializing in similar advising areas. They may refer you to clients they lack the bandwidth to handle. Conferences where they speak are excellent venues for meeting them.

4. Consider advising for free on a tactical item.

If a hiring manager contacts you about a role you are not interested in, offer free, limited-scope advising. This could involve reviewing their job description or interview plan. It builds goodwill, establishes a connection, and does not require a significant time commitment.