Senior Customer Marketing Manager

The Senior Customer Marketing Manager is a senior individual contributor who owns customer marketing for a strategic segment or the flagship programs - the marquee customer stories, the executive advocacy, the strategic-account references, and the customer advisory board the company most depends on - and who lifts the whole discipline through the reusable patterns, playbooks, and quality bar the other customer marketers work to, and through the mentoring they give on the craft. Customer marketing is the practice of marketing to and through existing customers rather than to prospects: converting a customer's real outcome into a story, a case study, a reference, a peer review, an advocate, a community, an advisory board, and an expansion or advocacy campaign - so that customers become the company's most credible proof and its most durable growth engine. This seat does the hardest, highest-stakes version of that work: the enterprise-segment reference program, the flagship story a whole launch rests on, the executive sponsor a strategic renewal depends on, the advisory board that shapes roadmap and retention. It is a player-coach: the person still runs the marquee programs personally, and at the same time sets the pattern the team follows and mentors the customer marketers around them - without a reporting line, a headcount, or the function's budget. It typically reports to a customer-marketing leader (a manager-of-managers, a Director, or the head of the function) and partners deeply across Customer Success, Sales, product marketing, demand generation, events, and Legal. What separates great from average is turning advocacy from a series of one-off favors into a repeatable engine, while protecting the customer relationships it runs on. A great senior customer marketer selects the few stories and advocates that will actually move a number, produces them to a bar the whole team can then copy, and never spends a champion's goodwill faster than it renews; they know exactly which programs deserve bespoke flagship effort and which the playbook should handle, and they can tell the difference between influence they truly drove and activity they merely counted. A mediocre one hand-crafts every asset from scratch, over-asks the same three references until they stop answering, publishes a logo the customer never approved, claims the retention number they only influenced, and leaves no pattern behind for anyone else to reuse. This seat is measured not only on the flagship programs it lands but on whether the discipline around it got better because it was there.