Responsibilities

• Design and run the end-to-end customer advocacy program as its single accountable owner — from the first customer conversation through coordinated amplification. Transform an ad hoc approach with a programmatic, prioritized system with clear intake, sourcing, governance, and routing, and a prioritization framework that balances high-impact stories based on business value and narrative potential with long tail customer content. Establish a steady, predictable cadence — a reliable drumbeat — of high-value stories, so that no high-value story surfaces by luck or goes untracked.
• Identify primary, deliberate source of stories — especially marquee deal wins, which rarely originate in marketing. Formalize a lightweight sourcing handshake with sales leadership and strategic account leaders so that high-impact customer moments are captured early and systematically, shifting from reactive, inbound requests to proactive sourcing of the wins worth telling.
• Own a shared customer storytelling engagement map that gives every team one view of which customers are being engaged, by whom, and for what purpose. Drive leadership among the many teams that often work the same accounts in parallel, and replace today’s fragmented picture with coordinated, consent-aware engagement.
• Own the portfolio of customer proof — written case studies, customer videos, business-value and ROI studies, executive spokespeople, data-backed proof points, and reference assets — across the product portfolio. Put business value at the center of every story and ensure each one is genuinely compelling and reusable across formats (written, video, and stage).
• Bring customers into the moments that matter most. Partner with brand and campaign teams to feature customers in flagship campaigns and keynotes; work with PR and communications on earned media, momentum-signaling wins, and customer-led narratives.
• Treat sustained amplification as owned scope, not an afterthought. Stand up an executive and employee amplification engine that produces a steady weekly cadence of amplification-ready posts (organized by industry), packaging case studies, blogs, press releases, and news for execs and the field to post — and handing ready-to-use packages to sales on a regular cadence. Amplify the strongest existing stories, not only net-new ones, and dial up sponsored editorial to generate additional earned stories worth amplifying.
• Operate at the intersection of marketing, sales, customer success, communications/PR, partnerships, and product. Work hand in hand with Communications on customer-led narratives and earned media, and build durable alignment with brand, product marketing, field and commercial marketing, analyst relations, and sales leadership on advocacy priorities, engagement guardrails, and de-confliction of overlapping customer engagement.
• Define the KPIs for the function and instrument the program. Track story production and publishing against plan, reference utilization, amplification reach (coordinated vs. organic), influence on pipeline and deal velocity, and contribution to brand and reputation metrics. Deliver a clear reporting cadence to leadership and use the data to reallocate investment.
• Build, lead, and grow a dedicated customer marketing and advocacy team. This is additive scope to Microsoft’s existing customer-evidence production — staff and operate it so the core evidence pipeline never slips. Partner with sales on dedicated funding for amplification and sponsored editorial, and select, manage, and get consistent, high-quality output from agencies and production partners against that budget.