VP Marketing & Growth

Transform marketing from an activity-oriented function into a measurable, data-driven growth engine. The VP, Marketing & Growth will set a clear strategic vision, align the marketing plan to FIG's enterprise strategy, sharpen segment go-to-market execution, build lifecycle and automation capabilities, strengthen voice-of-member insight, and create a culture of continuous testing, learning and accountability. This leader is expected to challenge the status quo, make thoughtful resource and talent decisions, and focus the team on work that produces meaningful member, revenue and brand impact.

Own FIG's multi-year marketing strategy and annual functional plan; ensure direct alignment to the Credit Union's strategic plan, growth goals and evolving member proposition.

Participate as an enterprise leader in strategic planning and translate enterprise priorities into focused, sequenced marketing initiatives.

Act as a trusted strategic partner across the leadership team, including Growth/Sales, Branches, Product, Finance, Risk, Compliance, Technology, Operations and People.

Build modern, measurable acquisition and growth strategies across consumer and business segments without relying on large traditional advertising budgets.

Lead differentiated go-to-market plans for young families, 50+ households, business owners and other strategic segments; connect proposition, channel, creative, offer and journey design.

Support major product and capability launches, including business banking and emerging segment solutions, with integrated campaigns and clear performance objectives.

Use social, digital, partnerships, influencers/creators where appropriate, owned channels, events, referral and other efficient channels to reach audiences authentically and cost-effectively.

Institutionalize a test-and-learn culture. Require clear hypotheses, A/B and multivariate testing where appropriate, rapid measurement and fast pivots when results underperform.

Build dashboards and operating rhythms that move the function beyond activity metrics toward funnel conversion, cost to acquire, incremental product adoption, relationship depth, retention, lifetime value and ROI.

Use data to decide what to scale, stop or change; coach the team to treat marketing as an engine that is continuously tuned rather than a calendar of completed tasks.

Set and protect a high creative bar across brand, content, digital experience and campaigns; challenge work that is merely adequate.

Maintain a strong network of agencies, freelancers, creators, production resources and specialty partners; know when to tap external expertise rather than add permanent cost.

Bring fresh thinking to FIG while protecting brand integrity, regulatory requirements and member trust.

Lead, coach and develop a high-performing marketing team with clear priorities, role clarity, candid feedback and strong accountability.

Assess organizational design and talent objectively; make tough decisions when necessary to ensure the function has the right capabilities for the future.

Partner with the People team on employee engagement and internal communications initiatives, using brand and marketing capabilities to strengthen employee connection to FIG's purpose and strategy.

Model FIG's core values and an enterprise-first mindset; collaborate constructively even when there is healthy tension around risk, compliance, resources or priorities.

Own annual marketing budget proposals, in-year management, forecasting and reallocation decisions.

Hold agencies, vendors and platforms…