Senior Manager, Marketing Operations

The Senior Manager, Marketing Operations owns the marketing-operations function - the operating system the marketing org runs on - and leads it through a team of ops managers and specialists. The scope is the operations discipline at function breadth: the martech stack strategy and roadmap (which platforms the org runs on, how they integrate, what gets consolidated or retired, and how adoption is driven), the lead-lifecycle and attribution model standards (the stage definitions from inquiry through opportunity, the scoring and routing model, the marketing-to-sales SLAs, and the attribution model marketing reports pipeline on), the marketing-data governance and quality program (field standards, normalization, deduplication, enrichment, and the consent and suppression handling that keeps the database legal to use), and the ops operating model and enablement (campaign-operations intake and QA, the naming taxonomy, the runbooks, and the training that lets the ops team and the wider marketing org work to a standard). This is a function-leadership seat that leads people - reporting to a Director of Marketing Operations or, in a leaner org, a VP of Marketing, and leading a team that runs from a couple of specialists to a multi-workstream operations group with its own managers. Core ownership is the system that makes marketing measurable and repeatable: a stack chosen against a roadmap rather than accreted, a lifecycle model marketing and sales both trust, an attribution model that survives a finance conversation, a database clean and consented enough to act on, and an ops team whose managers own the standard. It is deliberately not a hands-on platform-admin seat and not the function's executive owner. The Senior Manager is accountable for the function and its standards but works through the managers and specialists who administer the platforms and build the campaigns, sets and governs the models rather than configuring every flow, and owns the operating reality of the function rather than its strategy, budget envelope, and org design (those are the Director's). What separates great from average is turning marketing's tools and data into a governed system the business can forecast on, without the Senior Manager in the middle of every build: a martech roadmap that consolidates instead of sprawls, a lifecycle model with definitions Sales does not argue with, an attribution model whose numbers Finance believes, a data-governance program that keeps the database an asset rather than a liability, and a team that operates above their level because the standard is codified and owned. A mediocre marketing-ops leader hoards the platform knowledge, lets the database rot and the attribution model drift into something nobody trusts, becomes the personal QA gate on every campaign, and buys tools faster than the org can adopt them; a great one runs a measurable marketing machine the business plans around, and knows exactly which calls are the team's, which are theirs, and which belong to the Director or across the Sales / RevOps seam.