Director of Marketing

We're generating real revenue with a lean marketing team and no unified system underneath it. That works until it doesn't, and at the pace we're scaling, it stops working sooner than you think. This role exists to build the infrastructure that makes every channel pull in the same direction, every launch compound on the last, and the department function without the CEO & COO in the room.

If you've managed a finished department, this isn't for you. If you've built one, keep reading.

The Uncommon Business is the world's fastest-growing AI-first education company, teaching business leaders to architect intelligent systems, not just prompt tools. We don't do busywork, legacy thinking, or 80-hour founder weeks. We build companies where AI handles the repeatable, humans drive the irreplaceable, and leaders scale without burning out. We're profitable, EOS-driven, and operate in championship-level surge cycles. You'll be promoted on impact and ownership, not tenure.

High performers thrive here. Passengers don't last.

You might have:

• Delivered the unified creative briefing framework to the full marketing team so paid, organic, email, social, and affiliate are all operating from the same direction for the first time, with zero channels working in isolation.
• Identified a conversion drop between ad click and boot camp registration, diagnosed the breakdown, and had a direction to test in market before it cost the launch $40K.
• Led the weekly marketing L10, closed eight issues, and brought the COO one prioritized recommendation on Q3 spend allocation, not a menu of options.
• Reviewed affiliate program performance between launches, identified three underperforming partners, and restructured the communication cadence to keep the channel warm without a launch event driving it.
• Scoped the next marketing hire, built the job description, and made the case to leadership with a clear rationale tied to a specific revenue gap the seat would close.

We value ownership over task lists. Here's where you'll lead:

Every function this role owns will be built and operated with AI-first systems and workflows. That's not a bonus skill here, it's the baseline expectation and the reason we can run a lean, high-output department at this scale.

• Integrated Content Engine: TUB's marketing channels exist but don't yet operate as a unified system. You build the connective tissue, a single creative briefing process that runs paid, organic, email, social, and affiliate from the same source of truth. Every channel pulls from the same direction, no silos, no guesswork. You've built this before at scale and you're not waiting for a blueprint.
• Launch Marketing Ownership: You own the full marketing strategy for every A2A launch, from campaign architecture and channel sequencing through real-time optimization during the live window. You set the conversion targets, direct the team to execute, and own the revenue number, not the activity report.
• Affiliate Program Direction: You own the affiliate channel as a strategic acquisition lever, not a coordination function. You direct affiliate strategy, set performance expectations, and build the systems that make the program compound between launches, not just activate during them.
• Funnel Strategy and Conversion: You hold the strategic direction for how TUB's funnels convert across all offers. When conversion drops, you're the first person who knows why and the first person with a fix, directing the team to execute rather than rebuilding it yourself.
• Department Build-Out and Leadership: You lead the current marketing team and define the seats that still need to be filled. You make the case for the next hire, onboard them into a functioning system, and build a department that gets stronger every quarter. You run toward gaps, not away from them.

We hire humans, not checklists, but success here requires:

• You've built a unified content engine across paid, organic, email, and social at a company doing $3M+ in annual revenue or $500K+ per launch cycle, and you can point to the process you created and the results it produced.
• You think in systems and acquisition architecture first, tactics second. You can diagnose why a funnel is underperforming before anyone else knows there's a problem, and your fix starts with the structure, not the creative.
• You lead without micromanaging. You give your team direction they can build from, hold performance to clear benchmarks, and elevate to the COO with a recommendation attached, not a…