Sr. Partner Marketing Manager, Technology

The Senior Partner Marketing Manager, Technology owns the co-marketing motion with the company's technology, ISV, and alliance partners as a senior individual contributor - accountable for turning a partnership into pipeline and market presence, not for running the partner-marketing function. The scope is the technology-alliance portfolio specifically: the joint "better together" value proposition for each partnership (the customer problem the two products solve jointly that neither solves alone); the co-branded campaigns and joint launches that take that story to market; the marketplace and co-sell marketing (listings, private offers, co-sell enablement, "with-partner" demand); the partner-sourced and partner-influenced pipeline for the portfolio (planned, instrumented, and reported so both companies count it the same way); and the execution of MDF (market development funds) within the program's eligible activities and claim rules. This is a senior IC seat: it sets the co-marketing patterns and playbook the motion runs on and mentors less-senior partner marketers, but it does not own the function's headcount, the function budget envelope, or the call on which partners the company bets on - those belong to the Director of Partner Marketing, this seat's up-edge. It reports into partner / alliance marketing leadership and partners daily across the partner's marketing counterpart, the internal alliances / BD manager, product marketing, demand generation and campaigns, field marketing, co-sell sales, brand, and legal. It is deliberately not the function-owner seat and not an external advisory seat. The senior partner marketer is accountable for the motion - the joint value prop, the campaigns, the marketplace / co-sell marketing, the sourced / influenced pipeline - and works with, not above, the peers who own the money, the org, the deal, and the brand standards. What separates great from average is converting a co-branded logo into a joint number both companies trust: a value prop that names a real customer problem rather than pairing two feature lists, a co-marketing plan where both sides commit real assets rather than one subsidizing the other, attribution both companies agree on so the pipeline claim survives a QBR, and MDF spent on activities that can actually be claimed with proof of performance. A mediocre partner marketer runs logo-swap campaigns, lets attribution stay a debate, spends MDF on activity nobody can claim, and measures success in assets shipped; a great one runs a portfolio of joint plans that each trace to sourced or influenced pipeline, knows exactly which decisions are the motion's and which belong to the Director, alliances, or brand, and leaves behind patterns the next partner launch reuses.