AT&T's CFO-CMO Collaboration Strategy Yields 401,000 Q2 Postpaid Additions and 2.3x Growth via Shared KPIs

AT&T’s senior leadership has emphasized a strategic shift in how finance and marketing teams collaborate to drive growth, as detailed in a recent discussion between the company’s CFO, Pascal Desroches, and Chief Marketing and Growth Officer, Kellyn Smith Kenny. The executives outlined a framework where marketing is no longer viewed solely as a cost center but as a catalyst for business expansion, aligning creative and financial objectives to enhance customer experiences and operational efficiency [1].

Desroches, who took over as CFO in 2021, highlighted the importance of fostering open dialogue between finance and marketing departments to avoid stifling innovation. He credited his mentor, former media executive Dick Parsons, for instilling the principle that leaders must remain approachable to address challenges proactively. Kenny, with prior experience at Hilton, Uber, and Microsoft, echoed this sentiment, noting that collaborative problem-solving—such as overhauling AT&T’s digital customer experience—requires leadership buy-in and financial accountability [1].

A key focus of their strategy is customer-centricity. Desroches pointed to insights from AT&T’s marketing team, which have influenced product development, particularly the growing demand for bundled wireless and broadband services. Kenny added that her role involves balancing creative initiatives with financial constraints, a skill she attributes to her diverse career in corporate finance and branding. “In my DNA, I’m always thinking about how a marketing investment will drive the company’s financial performance,” she stated [1].

To measure success, the leadership team has adopted shared key performance indicators (KPIs), such as net promoter scores (NPS), customer lifetime value, and churn rates. This approach, supported by a McKinsey analysis showing companies with growth-focused CMOs grow up to 2.3 times faster, enables cross-departmental alignment [1]. One example of this collaboration is the AT&T Guarantee, a customer service initiative launched in January 2025, which promises reliable connectivity and corrective actions like bill credits if service standards are not met. Kenny noted that the program’s success—evidenced by improved NPS after network disruptions and reduced outages—has exceeded initial expectations [1].

The strategy’s effectiveness is reflected in recent financial results: AT&T reported 401,000 net postpaid phone additions in Q2 2025, signaling strong customer acquisition. Desroches and Kenny credited their teams for maintaining low customer wait times and improving retention among users who faced service issues [1].

The executives’ approach underscores a broader trend in corporate leadership, where CFOs and CMOs are increasingly collaborating to redefine marketing’s role in financial strategy. By prioritizing shared metrics and customer satisfaction, AT&T aims to balance innovation with fiscal responsibility, a model that could serve as a benchmark for other enterprises navigating similar challenges [1].

Source: [1] [AT&T’s CFO and CMO have key advice on how to think about marketing] [https://fortune.com/2025/07/25/att-cfo-cmo-advice-think-about-marketing/]