The strategic-leadership capstone of the Marketing track. Beginner made you competent and legally safe (you can run a compliant Trakheesi-permitted campaign, write a brief, publish a post without breaking RERA or FTA rules).
Brand Strategy and Architecture for a Holding Company
Positioning, Differentiation, and Category Strategy
Growth Strategy, Market Entry, and New Ventures
Martech, Data Strategy, and Marketing AI
Portfolio Marketing Budgets and ROI
Demand Generation and Revenue Marketing at Scale
PR, Reputation, and Crisis Management
and 3 more modules, listed below
Syllabus
11 modules, 97 lessons
Prefer to take it one module at a time? Each module below can be taken on its own at the price shown. Taking the full course saves you AED 300 against buying every module separately.
01The CMO Mandate and the Marketing Operating ModelAED 250
Defines what a CMO is actually accountable for inside a UAE holding company, where marketing sits versus sales and product, and how to structure the function so it scales rather than becoming a service desk.
1.1The Four CMO Archetypes: Diagnosing the One The Works Group NeedsLocked
1.2Writing the Marketing Charter: Drawing the Line With Sales and ProductLocked
1.3Centralised, Decentralised, or Hub-and-Spoke Across the PortfolioLocked
1.4The Marketing Capability Map: Rating the Team Across Twelve CompetenciesLocked
1.5Build In-House, Run Through an Agency, or Buy as a ToolLocked
1.6Setting the Marketing Rhythm: Annual, Quarterly, Monthly, WeeklyLocked
1.7Positioning Marketing as a Growth Investment, Not a Cost CentreLocked
1.8The First-90-Days Plan for a New Head of MarketingLocked
02Brand Strategy and Architecture for a Holding CompanyAED 250
The CMO's signature strategic decision: whether The Works Group runs one brand or many, how ventures relate, and how to govern brand equity as a portfolio asset across a brokerage, a SaaS CRM, a vineyard, and the parent holding company.
2.1The Four Brand Architecture ModelsLocked
2.2Where The Works CRM Should SitLocked
2.3Why the Vineyard Needs Its Own BrandLocked
2.4Building a Brand Hierarchy and Naming SystemLocked
2.5Defining the Group MasterbrandLocked
2.6Managing Brand Equity as a Portfolio AssetLocked
2.7The Parent-Brand Halo and Its LimitsLocked
2.8Brand Governance Across the GroupLocked
03Positioning, Differentiation, and Category StrategyAED 300
The CMO's highest-leverage strategic decision: finding or building a position The Works Group can own and defend across a crowded Dubai property market and a 69-competitor CRM category, then testing and protecting it.
3.1Positioning vs Messaging vs Tagline: Fixing the Right LayerLocked
3.2Building a Positioning Statement That Survives the MarketLocked
3.3Choosing a Position for The Works CRM Against 69 CompetitorsLocked
3.4Category Entry vs Category DesignLocked
3.5Differentiation That Holds Up Under PressureLocked
3.6Positioning a Brokerage in a Market Where Everyone Sounds the SameLocked
3.7Perceptual Mapping and Value-Curve AnalysisLocked
3.8Testing and Validating a Position Before RolloutLocked
3.9Repositioning Without Losing the Equity You Paid ForLocked
04Growth Strategy, Market Entry, and New VenturesAED 250
The CMO-level playbook for turning a holding company's growth ambition into defensible go-to-market bets: growth modelling, board-trusted market sizing, GTM motion choice, beachhead strategy, GCC expansion, venture launch, partnerships, build-buy-partner, and stage-gating so the group funds winners and kills losers early.
4.1Building the group growth model: which levers actually move the numberLocked
4.2Market sizing a board will trust: bottom-up TAM, SAM, SOMLocked
4.7Partnership, channel, and co-marketing as a growth leverLocked
4.8The build-buy-partner decision from a brand and marketing angleLocked
4.9Stage-gating growth bets so you fund winners and kill losers earlyLocked
05Martech, Data Strategy, and Marketing AIAED 300
The CMO-level playbook for designing The Works Group's martech spine, treating first-party data as the durable asset, governing PDPL-compliant tracking and AI-generated marketing, and running a disciplined martech procurement so the systems compound instead of fragmenting.
5.1Designing the Martech Spine From First PrinciplesLocked
5.2Build vs Buy When Your Own Group Ships a CRMLocked
5.3First-Party Data as the Durable AssetLocked
5.4PDPL and GCC Data Protection in PracticeLocked
5.5Marketing Attribution ArchitectureLocked
5.6Deploying Marketing AI Where It Genuinely Lifts OutputLocked
5.7Governing AI-Generated Content Against Brand and RERA RulesLocked
5.8Data Governance and a Single Source of TruthLocked
5.9Evaluating and Procuring Martech Without Buying ShelfwareLocked
06Portfolio Marketing Budgets and ROIAED 250
At CMO level, marketing spend is a capital-allocation problem: you allocate finite money across brands, ventures and channels to maximise return for the whole group, then defend that allocation to a CFO in the language of money, inside 2025-26 UAE tax reality.
6.1Choosing a budget-setting method: percentage-of-revenue, objective-and-task, or zero-basedLocked
6.2Allocating one pool across a scaling CRM, a steady brokerage, and a nascent vineyardLocked
6.3The brand-versus-performance split and the 60/40 debateLocked
6.4Owning the marketing P&L and speaking the CFO's languageLocked
6.5CAC, LTV, payback and efficiency ratios at portfolio levelLocked
6.6Modelling marketing ROI and pipeline so the number survives scrutinyLocked
6.8Building the annual marketing plan and budget the board will approveLocked
6.9Defending the marketing budget in a downturnLocked
07Demand Generation and Revenue Marketing at ScaleAED 300
Lift demand generation from a channel activity to a CMO-owned revenue system: an integrated brand-content-performance engine the sales floor trusts and the board can forecast, wired for pipeline, attribution, and compliant real-estate demand across The Works Group's ventures.
7.1Designing an Integrated Demand EngineLocked
7.2Marketing-Sourced vs Marketing-Influenced PipelineLocked
7.3Account and Segment Strategy for The Works CRMLocked
7.4Aligning Marketing and Sales on a Shared FunnelLocked
7.5Forecasting Marketing's Contribution to RevenueLocked
7.6Lifecycle and Lifecycle-Revenue MarketingLocked
7.7Scaling Real-Estate Demand Without Outrunning ComplianceLocked
7.8Content and Thought-Leadership as a Compounding Demand AssetLocked
7.9Instrumenting Spend-to-Pipeline-to-Revenue in One ViewLocked
08PR, Reputation, and Crisis ManagementAED 300
The executive marketer's playbook for building earned media and reputation as managed assets in Dubai, and for leading the group through regulatory, legal, and social-media crises without freelancing away years of brand equity.
8.1Building a proactive PR and earned-media strategy in DubaiLocked
8.2Corporate reputation as a managed assetLocked
8.3Executive and founder visibility strategyLocked
8.4Crisis communications: the first hour decides the outcomeLocked
8.5Handling a regulatory or legal crisis in real estateLocked
8.6Social-media crisis and review managementLocked
8.7Issues management and horizon-scanningLocked
8.8Stakeholder communications in a crisisLocked
8.9Post-crisis recovery and the honest internal reviewLocked
09Leading and Building the Marketing OrganisationAED 300
How a CMO structures, hires, legally employs, and retains a marketing team in Dubai, meeting Federal Decree-Law 33/2021, WPS, Emiratisation and visa obligations while building a fast, accountable culture that outlasts any one person.
9.1Structuring the Team for the Group's StageLocked
9.2Hiring Senior Marketers in a Transient Dubai MarketLocked
9.3Onboard and ramp a new marketer to productivity fastLocked
9.4Build the marketing capability matrix and upskilling planLocked
9.5Plan cover, succession and key-person risk across the teamLocked
9.6Retention and Development in a Poaching MarketLocked
9.7Managing Agencies and Freelancers as an Extension of the TeamLocked
9.8Setting Objectives and Running PerformanceLocked
9.9Building the Culture and Ways of WorkingLocked
10Multi-Brand and Group Marketing Across the PortfolioAED 300
The executive skill of running one marketing function across several very different businesses at once: deciding what to centralise, allocating a shared budget and team fairly, keeping group brand coherence while each venture speaks in its own voice, managing cannibalisation and cross-sell, rolling up portfolio measurement, handling the internal politics of venture MDs, governing the shared service so it is not a dumping ground, and planning the marketing of the next acquisition before it lands.
10.1What to centralise and what to leave with each businessLocked
10.2Allocating a shared team and budget fairly across venturesLocked
10.3Group coherence with genuinely different audience voicesLocked
10.4Managing cannibalisation and the parent haloLocked
10.5Cross-sell and group-audience strategy without spammingLocked
10.6Group-level measurement that rolls up honestlyLocked
10.7Internal marketing and managing venture-MD politicsLocked
10.8Shared-service governance: SLAs, chargebacks and the operating agreementLocked
10.9Planning the marketing of the next acquisition before it landsLocked
11Marketing as a Board-Level Growth EngineAED 300
The capstone that turns a senior marketer into a board-level executive: speaking the board's language, connecting marketing to enterprise value, shaping the group growth agenda, staying inside the marketing lane, and building a function and a successor that outlast you, all grounded in The Works Group and 2025-26 UAE reality.
11.1What a board actually wants from marketingLocked
11.2Connecting marketing to enterprise value and valuationLocked
11.3Building the marketing section of the group strategy and annual planLocked
11.4Scenario planning: flexing the plan across bull, base, and bearLocked
11.5Influencing the CEO and founder agenda with market truthLocked
11.6Board-grade reporting: leading indicators over vanity metricsLocked
11.7Knowing the boundary: marketing leadership versus general managementLocked
11.8Building a function and a bench that outlast youLocked
11.9The CMO's own growth path and staying currentLocked
