The multidisciplinary B2B executive: CMO at Infidat

The CMO who’s done it all (except engineering)—and why that matters

In a business landscape obsessed with specialisation and linear career paths, Eric Herzog stands out as a refreshing anomaly.

With a career that spans five Fortune 500 companies and eight startups, and award after award in the marketing world (including his most recent HotTopics B2B CMO 100 2025) Herzog has worn the hats of nearly all of the executive team. But for all the impressive titles, his core philosophy is disarmingly simple: business is a team sport, and no function succeeds in isolation.

Herzog’s career began not in marketing, but in product management—and even before that, in academia, with a degree in Chinese history. “I’m not a marketing wonk,” he says. “I didn’t study it. I learned it by doing—and from my mentors.” That hands-on, cross-functional mindset has shaped everything since. Over the years, he’s run HR, sales, customer service, supply chain, and even served as CFO while still wearing the CMO hat. And all without an MBA, he hastens to add.

Eric Herzog: CMO insights

• The power of versatility and trust in teams
• Lead by example, trust your gut 
• Consistency of sector but multidisciplinary in role
• Closing thoughts

The power of versatility and trust in teams

Despite the unconventional path, or perhaps because of it, Herzog has cultivated a rare ability to bridge functions and industries with ease. Whether in a US$7 billion division at IBM or a fast-moving startup, his ability to understand every core function of a business has made him a trusted figure wherever he goes. “I’ve always been an overachiever,” he admits. “If something needs doing and no one else can do it, I’ll step in. Then I’ll usually hire my own replacement and move on to the next challenge.”

The key, he insists, is teamwork. We hear this buzzword often. True teamwork, however, is real, hard-earned, and function-wide collaboration. 

“Business is a team sport. Every function, from marketing to manufacturing, depends on cross-functional execution. It’s like American football, where each sub-team has its own coach. You can have a superstar quarterback and still lose if your linemen aren’t doing their job.”

He applies this metaphor directly to business. “You can’t have two great performers in a four-person team and expect greatness. Everyone has to deliver. And if someone’s not the right fit? I replace them. Quickly.” At EMC (now DellEMC), where he led a US$10.5 billion P&L, nearly half of his team was new by the time he left—a result of both growth and performance-based changes.

Herzog’s leadership approach is based on precision and accountability. Weekly one-on-ones, quarterly full-team check-ins, and clear expectations are standard. “I’m rigorous. But I’m also available. I talk to every team member regularly, and I always make time for mentoring.”

Lead by example, trust your gut

Perhaps the most striking feature of Herzog’s leadership style is his consistency. He reportedly begins most workdays at 3am. “I only sleep five hours a night. I’ve done that my whole life. It’s not a productivity hack; it’s just how I’m wired.” This intense personal discipline is matched by a balanced mix of metrics and instinct. “I live by data, but I trust my gut too. My old boss at the IBM Storage Division used to call me ‘the big Buddha belly’—said I could see things coming six months in advance. And he was usually right.”

That instinct guides his hiring philosophy, especially in startup environments. “Nobody learns on my watch. In a startup, you need superstars [or] people who can do the work of two. If I can pay one great person US$140K instead of hiring two mediocre people for £100K each, that’s a win for everyone.”

He also has no patience for overly cautious hires or career-ladder climbers. “In startups, you need operators. In big companies, you can afford learners. I’ve done both, but I adapt my leadership style depending on the context without compromising expectations.”

Consistency of sector but multidisciplinary in role

What may be most unique about Herzog is the narrow but deep focus of his domain expertise. While he has worked across multiple functions and company sizes, his entire career has remained in enterprise storage. “That gives me a 360-degree view,” he says. “I’ve sold systems and software, direct to Fortune 500s, through channel partners, and via OEMs. I’ve sat on every side of the table.”

This singular industry focus gives him an edge that many C-level execs with broader sector experience lack. “There are leaders who’ve jumped across four sectors in 10 years. That gives you variety, but I’d argue it limits impact. I’ve stuck with storage and made meaningful change, over and over.”

He acknowledges that not everyone agrees with this approach. “Some think you need a fresh perspective from outside the industry. And that can be true—but only if the person also understands the context. I’ve seen people from B2C come into B2B and fail completely. They didn’t understand how enterprise buying decisions are made.”

As he looks ahead, Herzog shows no signs of slowing down. His current company is being acquired by Lenovo, and he plans to stay.

Closing thoughts

Herzog’s story is not about awards, titles or prestige. It is about knowing that long-term success doesn’t come from flashy moves or clever marketing. It comes from relentless execution, genuine collaboration–both inside of marketing and across all functions of the company—and leading by example.

“To make it to the top, you work hard,” he says. “Sure, some people get lucky or come from privilege. But in general? You grind. You build. You deliver.”

And his message to fellow executives is clear: “Business is a team sport. If you work across functions and build strong teams, you’ll win. If not, you won’t. It’s that simple.

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