Responsibilities

• Design and run the operating cadence: the weekly business review, the monthly all-team meeting, monthly finance and recruiting reviews, and quarterly business reviews. The weekly review is where decisions get made, not where status gets reported.
• Improve how Enterprise Marketing communicates internally. Cut the noise in our written channels. Design all-team meetings and leadership offsites that produce decisions.
• Run the annual and half-year planning cycle. Author the top-down directional targets, backsolved from the company's revenue goals, for leadership ratification. Pressure test those plans without holding authority over the teams that wrote them. Surface where a plan does not add up, and work with the owner to close the gap.
• Aggregate the plans into Enterprise Marketing's input to marketing's annual priorities. When they exceed what the org can fund, bring leadership the evidence and the options.
• Build the spend efficiency and return on investment framework from scratch, working with our finance partners.
• Connect budget and headcount investment to output performance. Turn the analysis into recommendations executive audiences act on, and stand behind your numbers under scrutiny.
• Baseline how Enterprise Marketing uses Claude tools and publish the first honest picture of where it is and is not doing the work.
• Sequence what Claude should take on, set the success criteria before the work starts, and decide what should not be automated. Report what each change returned. That evidence is what Enterprise Marketing shows customers.

Requirements

• Background in marketing operations, strategy and operations, or business operations, operating independently without program management or analyst support
• Have built operating cadences, planning processes, or business reviews from scratch in a fast-moving, ambiguous environment
• Have run an annual planning cycle end to end: built the framework, cascaded targets, collected plans from teams you did not manage, and aggregated them into one narrative
• Can pressure test another team's plan and surface where it does not add up, without holding authority over them
• Are hands-on with financial modeling in spreadsheets, and can build a framework that measures spend efficiency or return on investment
• Can write for executive audiences: business documents, recommendations, and reporting that a senior leader can read once and act on, and that you can stand behind under scrutiny
• Have used AI tools to make your own or a team's workflow measurably faster, and can explain how you knew it worked
• Are fluent with spreadsheets, business intelligence dashboards, project management software, and marketing or CRM systems such as Salesforce or HubSpot

Preferred

• Have owned the operating cadence and planning process for an organization of 100 people or more
• Have built a spend efficiency or return on investment framework where none existed before you arrived, and partnered with finance counterparts on the business case behind it
• Experience operating across two or more leadership organizations with different priorities and operating styles
• Have redesigned how an organization communicates internally, whether meeting structure, messaging norms, or information flow
• Time at high-growth technology companies, including at least one known for the strength of its marketing organization
• Familiarity with pipeline measurement, marketing attribution, and lead funnel operations
• Working knowledge of SQL or business intelligence tooling