Responsibilities

• Operating system — design and run the operating cadence for the marketing organization. Marketing Leadership Team meetings, QBRs, offsites, board prep, and executive readouts, ensuring milestones and key deliverables are met. Decisions happen on schedule. Alignment is built in, not chased
• Workback planning and risk management — for every major moment (board prep, earnings, QBRs, offsites, executive reviews), build the schedule working back to account for the milestones that ensure all stakeholders and owners are aligned on what needs to happen and when. You know when to surface risk early enough to allow for course correction
• Leverage and representation — This role operates as an extension of the CMO in key settings. Attend leadership and cross-functional forums, provide direction, and make decisions with the core goals in mind; Close the loop on commitments across a complex matrixed environment
• Cross-functional resolution — broker alignment between marketing functions and between marketing and the Sales, Product, Engineering, Customer, and Finance organizations
• Strategic initiatives — Partner with DRI’s who own high-priority cross-functional projects, assisting them with defining and delivering the initiative
• Organizational health and governance — lead budget, headcount, and operating model governance in partnership with FP&A and People; Track spend / investment against priorities and surface risks early
• Executive communications — draft the most important written communications, including board materials, all-hands content, leadership updates, and strategic narratives
• Milestone tracking across Marketing evaluations — own the system that tracks every Marketing-owned conversation, business performance, and decision point; Monthly trajectory reviews so decisions are made with evidence, not gut. Surface drift before it becomes a problem