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Marketing - Marketing

Digital Marketing Manager

Manager

Independently audited

Creates the demand, the message, and the market position the business sells into. Owns a team, its output, its hiring, and its development.

Audited package

Built, independently audited role package. Everything on this page is written for this seat.

Your Stack (Swappable)

This role works against whatever tools you already run. We list the tool categories the role operates in, never a named vendor, so you are never asked to replace a system that works.

Web analytics & tag management
Paid-media / ad platforms
SEO / SEM tooling
CRO / experimentation
Marketing automation / CDP
Attribution / BI reporting
CMS / website (as channel)
Budget, vendor & agency

Deliverables

Campaign briefs and copy
Content calendar
Positioning and messaging docs
Performance and attribution reporting

Responsibilities

Build the digital channel plan and calendar from the marketing strategy and the goals - the channel mix (paid search, paid social, display, programmatic, and the owned web / SEO surface), the sequence, and the expected outcome per channel
Own the paid-media plan and the allocation and pacing of the paid budget across channels within a delegated envelope - moving spend toward marginal return through the flight, not holding a fixed split
Own the website as a marketing channel - the conversion paths, the landing pages, and the on-page conversion experience - and run it to convert the traffic the channels send it, partnering with web / engineering on the build
Run conversion-rate optimization as a program - a prioritized test roadmap, hypotheses with a single change and a primary metric, statistically honest reads, and winners shipped and losers retired
Coordinate SEO and SEM as an integrated effort - align owned and paid search, hold the trade-offs across the mix, and brief the SEO craft rather than owning it
Own the digital marketing analytics and attribution - stand up trustworthy measurement (tags, conversions, deduplication, consent), choose and reconcile the attribution model, and report channel performance honestly
Configure and govern the digital martech within policy - the tag manager, the ad-platform integrations, the automation and tracking - and keep the measurement layer clean and consented
Brief the channel specialists and direct the agencies who execute the channel work - the goal, the audience, the offer, the budget, and the success metric - and hold them to the outcome

The essence of this seat

The Digital Marketing Manager owns a company's digital-marketing channels and their execution - accountable for how the channels run, what they cost, and what they convert.

Signature move

Tie every channel and every dollar to the conversion it is accountable for. On any campaign, page, or budget ask, first name the specific conversion action the channel owns and measure to that; a channel optimized to clicks or impressions buys motion, not outcomes

What good looks like

builds the mix backward from the conversion each channel owns, not from a channel

Decision rights

- the digital channel plan and calendar within the strategy
- the paid-media plan and the allocation and pacing of the paid budget across channels within your envelope
- the scale / hold / cut calls on campaigns and channels within it
- the CRO test roadmap and which experiments ship
- the website-as-a-channel optimization plan (conversion paths, landing pages, on-page conversion elements)

Working vocabulary

CPC / CPM / CPA / ROAS / CACUTM / campaign taxonomy

What this role does

The Digital Marketing Manager owns a company's digital-marketing channels and their execution - accountable for how the channels run, what they cost, and what they convert. The scope is the digital channel surface specifically: the website as a marketing channel (the conversion paths, the landing pages, and the on-page conversion experience - not the platform build); paid media across search, social, display, and programmatic, and the paid budget allocated and paced across it within a delegated envelope; SEO / SEM coordination so owned and paid search are run as one integrated effort; conversion-rate optimization run as a disciplined experiment program; the digital marketing analytics and attribution that report honestly what each channel contributes; and the digital martech the channels run on (the web analytics and tag manager, the ad platforms, the CRO tool, the marketing-automation / CDP layer, and the attribution / reporting stack). Core ownership is the operating loop that turns a marketing plan into performing channels: the channel plan and calendar, the budget paced to marginal return, the website tuned to convert, the CRO backlog that earns lift, and the measurement that says what worked. This is a channel-owner / manager seat reporting to a Head of Digital Marketing (or a marketing leader in a smaller org), briefing the channel specialists and directing the agencies who do the hands-on execution, and partnering with demand generation, SEO, brand / product marketing, web / engineering, sales, and finance. It is deliberately not the pipeline owner and not the deep-craft specialist. The manager owns the digital channels that feed the funnel, not the pipeline number itself (that is demand generation's); coordinates SEO and SEM as part of the integrated mix rather than owning the deep search craft (that is the SEO Manager's); and owns the website as a conversion channel rather than the platform, the CMS, and the build (that is the web / engineering team's). What separates great from average is running the channels as an accountable portfolio rather than a set of always-on line items: budget paced to the channel that is actually converting rather than split to keep everyone comfortable, a website treated as a conversion instrument rather than a brochure, CRO run as hypothesis-and-measurement rather than opinion-led redesign, and an attribution read the manager has reconciled before betting money on it. A mediocre digital manager buys traffic to vanity metrics, redesigns on taste, lets under-performing channels coast, and reports numbers nobody has validated; a great one moves spend to what converts, earns lift they can prove, and hands the business a defensible read on every digital dollar.

Best-fit customer

teams that need marketing output to be consistent, on-message, and measurable

Need more than one role?

Buying the whole team or the complete department lowers your effective cost per role at every tier of the ladder.

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