Marketing Chief of Staff

About the role

We're hiring a Marketing Chief of Staff to keep Cohere's marketing org moving at full speed without coming apart at the seams. You'll report to the VP of Brand and work across the whole function: brand, editorial, design, product marketing, demand generation, and integrated marketing.

This is not a strategy-only role, and it isn't a glorified project-management seat either. In any given quarter the org is shipping product launches, field events, partner campaigns, and demand programs in parallel, often across regions and time zones. That pace is the reason the role exists. Your job is to make sure the right work wins when everything feels urgent, that plans turn into shipped work, and that the VP of Brand and the leadership team spend their time leading instead of firefighting.

Be clear-eyed about the shape of the work. A lot of it is operational: the planning calendar, the budget, the headcount plan, the weekly business reviews, the cross-functional handoffs that break when nobody owns them. The grind is the job. You should want that part, not tolerate it.

One boundary worth naming up front. Marketing Ops owns the systems: the MarTech stack, attribution, scoring, routing, data pipelines, and the reporting everyone runs on. You'll be the heaviest consumer of that work, not the owner of it. If you find yourself rebuilding dashboards or running a tooling migration, something has gone wrong. Your seat is the operating rhythm of the org: meetings, priorities, plans, and the decisions that come out of them.

Who you are

You've run operations inside a fast, high-output B2B marketing org, and you've left it running better than you found it. You know the specific failure mode of a team that's shipping a lot and losing the thread, and you know how to pull it back without slowing everyone down.

You understand how marketing actually works, at the level of someone who's done it rather than managed it from a distance. You can talk credibly about how a campaign turns into pipeline, what account-based marketing demands from both sales and marketing before it works, and where demand-gen motions usually break. You don't have to have run every program yourself. You do have to understand them well enough that the people who run them respect your judgment.

You're fluent in the numbers. Pipeline math, funnel conversion, budget-to-impact. You can read a marketing dashboard and tell what's real from what's been dressed up, and you say so. Building the reporting is Marketing Ops' job. Yours is to use it well and push back when it doesn't add up.

You hold strategy and execution in the same hand. You can sit in a planning conversation with the VP in the morning and chase down a stuck deliverable in the afternoon, and you don't think the second thing is beneath you.

You write clearly and you communicate straight. People trust your readouts because they're honest, not because they're polished. When something is off track, you name it early.

You stay calm when it's messy. A marketing org this active will hand you ambiguity every day. Your job is to turn it into a plan other people can actually follow.

What you'll own

Operating rhythm and planningRun the marketing org's planning cadence: annual and quarterly planning, goal-setting, and the weekly and monthly business reviews. Hold the calendar.

Drive budget and headcount planning against the slate, working from Marketing Ops' tracking and reporting, and keep both honest as priorities shift mid-quarter. You own the trade-off conversations; Marketing Ops owns the numbers underneath them.

Make the reviews worth holding. Drive the prep, the follow-through, and the decisions that should come out of them.

Priorities and cross-functional flowTurn the VP of Brand's priorities into plans the team can execute, then hold the line on those priorities when new fires start.

Keep major programs from colliding or stalling across brand, editorial, design, product marketing, demand gen, and integrated marketing. A lot of this is seeing the crash coming and preventing it.

Be the person teams come to when it isn't clear who owns a decision.

Connective tissue with the rest of the companyRepresent marketing in cross-functional planning with sales, product, and finance, so the org's commitments are realistic and its dependencies are visible. When marketing promises something to another team, you make sure the promise was sane and gets kept.

The systems plumbing behind that (lead routing, scoring, pipeline data) sits with Marketing Ops and RevOps. Your job is the planning and accountability layer on top of it. You'll also chase procurement and legal when purchases and projects stall.

Leadership leverageBuild the materials leadership relies on: board updates, all-hands content, exec readouts. Make them clear and honest, not decorative.

Give the VP of Brand back time and attention by carrying the work that doesn't need to land on their desk.

Special projectsLead the things that don't fit neatly on any one team's plate: a reorg, a new agency relationship, a flagship event, an org-wide planning week. Own them end to end.

How success will be measuredPlanning happens on time and means something. The slate is set, owned, and funded, and people can point to it.

Programs ship on cadence without running into each other. Fewer last-minute scrambles, fewer dropped handoffs.

Leadership gets time back. The VP of Brand spends more of their week on the calls that need them and less on the ones that don't.

Decisions run on the numbers. Reviews and planning work from the org's single source of truth instead of side spreadsheets, and follow-ups actually close.

The org feels coherent. People know what they're working on, why it's the priority, and how it connects to the rest of the company.

What you bring10+ years of operating experience, with real time inside a marketing org in a Chief of Staff, business operations, or senior program-operations seat.

A practitioner's understanding of demand generation and account-based marketing in a B2B context. You can talk pipeline, not just plans.

Comfort with marketing and pipeline metrics and with running a budget. You can build the model and read the dashboard.

A track record of bringing order to a fast, complex org without grinding it to a halt.

Clear writing, straight talk, and the presence to hold a room of senior people to a plan.

Backgrounds we'd be excited aboutChief of Staff or business operations at a high-growth B2B software or AI company.

A marketing ops or RevOps leader who wants an org-level operating seat rather than a systems seat.

Strategy or management consulting followed by an in-house operating role.

A demand-gen or integrated-marketing operator who has moved into an org-level operating seat.

Cohere is committed to fair and transparent pay practices. The salary range listed for this role reflects the expected base compensation. Actual compensation offered will be determined by factors such as location, level, job-related knowledge, skills, education, and experience.

For candidates based in the United States, the Compensation Range is : $155,000 – $240,000 USD

For candidates based in Canada, the Compensation Range is : $220,000 – $270,000 CAD

If any of the above doesn’t line up exactly with your experience, we still encourage you to apply

We strive to create an inclusive work environment for all; we welcome applicants from all backgrounds and are committed to providing equal opportunities. Should you require any accommodations during the recruitment process, please submit an Accommodations Request Form, and we will work together to meet your needs.

We may use AI-enabled tools to screen and assess applicants against the criteria for this position. This helps our recruiters identify potentially qualified candidates, but it doesn't limit the applications our recruiters may review or consider.