--- title: Team & Capability | Summatt — Fractional CMO, Sydney description: An honest read on whether you need another marketer, a different structure, or just a clearer answer about what everyone is meant to be doing. --- [Skip to content](https://www.summatt.com/team-and-capability#main-content) [![](https://www.summatt.com/hs-fs/hubfs/summatt-lockup-stacked-1000.png?width=1000&height=548&name=summatt-lockup-stacked-1000.png)Homepage](https://www.summatt.com/?hsLang=en) - Services - [Marketing Strategy](https://www.summatt.com/marketing-strategy?hsLang=en) - [Go-to-Market](https://www.summatt.com/go-to-market?hsLang=en) - [Customer Experience](https://www.summatt.com/customer-experience?hsLang=en) - [Interim Marketing Leadership](https://www.summatt.com/interim-marketing-leadership?hsLang=en) - [Marketing Diagnostics](https://www.summatt.com/marketing-diagnostics?hsLang=en) - [Team & Capability](https://www.summatt.com/team-and-capability) - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Book a call](https://www.summatt.com/book-a-call?hsLang=en) - Services - [Marketing Strategy](https://www.summatt.com/marketing-strategy?hsLang=en) - [Go-to-Market](https://www.summatt.com/go-to-market?hsLang=en) - [Customer Experience](https://www.summatt.com/customer-experience?hsLang=en) - [Interim Marketing Leadership](https://www.summatt.com/interim-marketing-leadership?hsLang=en) - [Marketing Diagnostics](https://www.summatt.com/marketing-diagnostics?hsLang=en) - [Team & Capability](https://www.summatt.com/team-and-capability) - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Book a call](https://www.summatt.com/book-a-call?hsLang=en) Fractional CMO · Strategy · Go-to-Market · Customer Experience # Team and capability Whether the structure fits the work, where the gaps are, and what to hire next. Sometimes the answer is fewer people and a clearer brief. [Book a call →](https://www.summatt.com/book-a-call?hsLang=en) /01 ## The conversation usually starts with one of these "Headcount keeps growing and the results aren't keeping pace." "I've inherited this team and I don't yet know what I've got." "Everyone's busy, nobody's sure who owns what." /02 ## Most marketing teams aren't under-resourced. They're under-briefed. When output isn't matching headcount, the reflex is to hire. Sometimes that's right. More often the team is running at capacity on work nobody has prioritised — three people each partly covering the same ground, a coordinator quietly doing a specialist's job, and a queue of requests arriving from everywhere with no filter on it. Adding a person to that doesn't fix it. It adds another set of unclear responsibilities to a structure that was already ambiguous, and buys you a larger salary bill with the same output. So the first question isn't who to hire. It's what the work actually requires, what the team is genuinely capable of, and what's being asked of them that shouldn't be. Sometimes the honest answer is fewer people and a clearer brief — and I'd rather tell you that than sell you a recruitment plan. The question Not who to hire. What the work actually requires. /03 ## How the work happens Handled carefully — people know when they're being assessed, and pretending otherwise makes it worse. Phase 1 · 2–3 weeks ### Diagnose What the team actually spends its time on versus what the org chart says, where the requests come from, and which seats are quietly covering more than one job. Phase 2 ### Decide The structure the work requires, what to hire and in what order, what to stop asking the team to do, and what to buy in rather than build. Phase 3 ### Hand over Role briefs you can recruit against, a sequence with costs attached, and the reasoning written down so it survives the next budget conversation. /04 ## What you get 01 A look at what the team is actually doing, versus what the org chart says 02 Role clarity — whether each seat has a clear brief or is quietly covering three jobs 03 Where the work is arriving from, and which of it shouldn't be reaching the team at all 04 Where a hire would genuinely help, versus where the fix is process or focus 05 What to build in-house and what to buy in, with the trade-off made explicit 06 An honest read on capability — who's ready for more, and who's in the wrong seat 07 Role briefs you can actually recruit against, not job titles 08 Recommendations weighed against headcount cost, not just “more people” 09 A sequence — what to change now, what to leave until the next hire lands /05 ## Why I can say this honestly I've built and run marketing teams in-house rather than advised on them from outside, including at an ASX-listed company where sales reported to me as well. That matters here for one specific reason: I've had to live with the structures I designed, carry the salary cost of them, and explain the headcount to a board. An adviser who has only ever recommended org charts has never had to be wrong about one in front of a CFO. 20 yearsIn senior marketing roles, in-house $20–100MTypical client revenue range BothSales and marketing have reported to me /06 ## Who this is for You're not sure whether to hire, restructure, or just get clearer about what everyone's actually meant to be doing. You've inherited a team and want an honest read before making changes. Or headcount keeps growing and results aren't keeping pace. Good fit - A decision about hiring or structure is genuinely still open - You can hear “you don't need another person” without it being the wrong answer - The team can be spoken to honestly rather than around Not a fit - The restructure is already decided and needs external cover - This is performance management for one individual dressed up as a review - You want a recruitment plan rather than an answer about whether to recruit /07 ## Engage Summatt. Get Stu. ![Stuart Matthewman, founder of Summatt](https://www.summatt.com/hubfs/stuart-matthewman-portrait-v2.jpg) Twenty years in senior marketing roles, most of it in-house rather than in an agency — which means I've had to live with my own recommendations, not just hand them over and move on. I'm direct, I show the working, and I'll tell you when something's rubbish. Nicely. On the record Former CMO of an ASX-listed technology company. Currently head of marketing, on contract, for an ASX-listed healthcare group. Sales has reported to me in both. Get in touch ## Tell me what's going on. I read these myself and reply within a day. If it's obvious from your message that I'm not the right person, I'll tell you that too — and usually point you at who is. Your details go into my CRM so I can reply, and nowhere else. I don't sell data or add people to lists they didn't ask for. The [privacy policy](https://www.summatt.com/privacy-policy?hsLang=en) has the detail. - Services - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Privacy Policy](https://www.summatt.com/privacy-policy?hsLang=en) · [Terms of Engagement](https://www.summatt.com/terms-of-engagement?hsLang=en) · © 2026. 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