Marketing Operations Manager

The Marketing Operations Manager owns and runs a company's marketing-operations program at a management level - accountable for the systems, the data, and the processes that let the marketing team execute reliably and prove what worked. The scope is the marketing-operations discipline specifically: martech stack administration (the marketing-automation platform and its sync with the CRM, plus the connected campaign and data tools), the lead lifecycle and its operational rules (routing, scoring, and the SLA timers between marketing and sales), campaign operations and QA (building, instrumenting, and gating campaigns so nothing broken ships), marketing data hygiene and list / database management (dedupe, normalization, enrichment, and the governance that keeps the database usable), marketing reporting, dashboards, and the attribution plumbing (how touches are captured, stitched, and reported so the numbers are defensible), and the process and workflow governance (naming conventions, intake, the request queue, and the documentation the program runs on). Core ownership is the operating machine behind marketing: the flow that turns a raw contact into a routed, scored, contactable lead; the campaign QA that protects the whole database from a single mistake; the data discipline that keeps reporting honest; and the plumbing that lets the team measure and repeat what works. This is a manager / program-owner seat that reports to a Director of Marketing Operations or a Senior Manager Marketing Operations (or, in a smaller org, straight into marketing leadership), running as the sole MOps owner or leading a small ops pod, and partnering across Demand Generation, Sales / Sales Operations, Analytics / Data, Finance, Privacy / Legal, and Revenue Operations. It is deliberately not a strategy seat and not a data-science seat. The manager owns how the marketing machine runs, not what the funnel strategy is (Demand Generation's) or how the statistics and the warehouse are modeled (Analytics / Data's), and owns the marketing slice of the stack, not the end-to-end revenue architecture (Revenue Operations'). What separates great from average is turning a pile of tools and a messy database into a governed, legible program that the whole go-to-market team can plan against: a lead lifecycle with clean entry / exit criteria and routing that never drops a lead; a scoring model transparent enough that sales trusts it; a campaign-QA gate that makes defect-escape rare rather than routine; a database and a taxonomy disciplined enough that a report can be believed; and reporting and attribution wired so a number can be traced from the source touch to the dashboard. A mediocre MOps manager firefights the stack, ships campaigns and hopes, reports whatever the tool spits out, and lets the database and the naming rot into fiction; a great one runs a change-controlled program where campaigns are QA'd before launch, changes to live systems are reversible and tested, the data is trusted, and the manager knows exactly which calls are theirs, which are Demand Gen's or Analytics', and which belong up the chain.