Here are the main points from the conversation:
There’s a reason DXPs face resistance at the executive level: decision-makers have been burned before.
According to Anthony, many senior executives and board members have seen previous “all-in-one” digital platforms promise big results, only to fall short.
“The promises were the same five or ten years ago: better personalisation, reduced costs, streamlined marketing ops, and a platform that would do it all. But now, with the push toward headless, composable, and API-first architectures, those same promises are being dressed up in new terminology.”
This has led to decision fatigue and skepticism. Many executives are not technologists, so when vendors push composable DXPs, API-first stacks, or headless CMS, it all starts to feel like another expensive experiment.
When boards and executive teams push back against a DXP investment, their concerns usually fall into three categories:
Dan emphasised that these concerns aren’t just excuses, they reflect a real problem in how DXPs are pitched.
“If you walk into the boardroom talking about ‘headless CMS’ or ‘API-first architecture,’ you’ve already lost them. They don’t care about the technology. They care about business impact: Will this make us more money? Will it reduce costs? Will it lower our risk?”
The mistake many digital leaders make? They focus on the technology instead of the business outcome.
To get a DXP project approved, the pitch needs to shift from technology to business impact.
Executives care about three things:
“If you can’t link your DXP investment to at least one of these three things, it’s going to be a tough sell,” said Anthony.
A soft pitch sounds like this:
“A composable DXP will unify our digital channels and create an omnichannel content strategy.”
A strong pitch sounds like this:
“Right now, 30% of customer service calls are from people struggling to find answers online. A personalised self-service experience powered by a DXP could cut that in half—saving us $5M per year.”
Another common issue is that too many DXP projects are vendor-driven, not business-driven.
According to Anthony, executives often feel pressured into upgrades because vendors create “compelling events”—whether it’s an end-of-life product, a new software trend, or a fear-based sales pitch.
“Just because your current CMS or DXP is ‘outdated’ doesn’t mean it’s actually a business problem. Vendors will always tell you that you need to upgrade. But is this upgrade solving a real problem, or are you just reacting to external pressure?”
Dan agreed, adding that businesses need to take back control of the conversation:
“Before you even start talking to vendors, make sure you’ve done your own internal analysis. What do you actually need? What problems are you solving? If you don’t control the narrative, you’ll end up solving the wrong problem.”
Another major reason DXPs fail to get approval is because they’re seen as too big and too risky.
The solution? A phased investment strategy.
Dan explained that boards don’t want massive multi-year projects—they want to see quick wins before committing to long-term investments.
“The most successful DXP projects don’t ask for everything up front. Instead, they start with a small, high-impact use case that delivers ROI in 3-6 months.”
“This de-risks the investment and gives executives confidence in the long-term vision,” Anthony added.
Even if the board is convinced, other stakeholders inside the organisation can block your DXP project.
“Most big organisations are political ecosystems. Even if the CEO supports the project, if marketing and IT aren’t aligned, it’s going to hit roadblocks,” said Dan.
Marketing teams want agility and flexibility.
IT teams want control and security.
Finance teams want predictable costs and ROI.
Before going to the board, align these groups internally. Find an internal champion—someone who will advocate for the project at the executive level.
“It’s not a one-and-done conversation. These things are won in the hallways, in one-on-one chats, in coffee meetings. The board meeting is just the final step.”
Securing executive buy-in for a DXP investment isn’t about selling technology. It’s about framing the conversation around business value, managing risk, and proving ROI in small, strategic steps.
“Winning approval isn’t about a single meeting. It’s about shaping the conversation over time,” said Dan.
“Executives don’t need to be convinced that DXPs are amazing. They need to see how this will drive business success,” added Anthony.
We help digital leaders translate complex technology into board-ready business cases. If you need help getting your project approved, we can guide you through the process.
Contact us today to book a strategy session, and get started on moving forward on your DXP project.