The Silent Crisis in E-Commerce Leadership Nobody Is Talking About With Scott Silverman

In this special episode of the Watson Weekend, Rick Watson is joined by Scott Silverman, Co-founder of CommerceNext and Principal of Scott Silverman Associates, to talk about e-commerce leadership themes he is seeing.

E-commerce leadership is being structurally devalued

Senior digital and e-commerce leaders are increasingly sidelined. Compensation for roles like VP of E-commerce has fallen sharply compared to five years ago, leading many experienced leaders into fractional or interim roles rather than full-time executive positions. This reflects a reduced willingness by companies to invest heavily in seasoned digital leadership.

Hollowing out of the middle and loss of institutional expertise

Organizations still maintain C-suite digital ownership (often under CMOs), but the layers beneath are increasingly filled by leaders new to e-commerce. Many veterans who helped build digital retail during its formative years are no longer embedded inside companies, creating a gap in applied experience, pattern recognition, and innovative mindset.

Innovation risk in the age of AI and agentic commerce

With AI, LLMs, and agentic systems posing existential strategic questions, the lack of empowered internal digital leaders is concerning. Consultants can advise, but they lack political capital and long-term accountability. True innovation requires internal leaders willing to take risk, own transformation, and push bold strategies—something currently missing in many organizations

Interim leadership has limits

While interim CMOs or fractional executives can help stabilize or transition organizations, this model can dilute innovation if overused. Transformation requires leaders with “skin in the game,” not rotating or part-time executives whose tenure and authority are inherently limited

Talent turnover and short executive tenures compound the issue

CMO turnover has long been high, but the combination of short tenures and interim leadership further weakens long-term brand and digital strategy. This environment makes sustained innovation especially difficult for legacy retailers trying to modernize, rather than for new digital-native entrants

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