Senior Manager, CX Messaging and Activation Lead

Senior Manager, CX Messaging and Activation Lead

At Pfizer, our purpose is breakthroughs that change patients' lives. As we implement our AI Transformation, our GTM and Adoption team helps turn digital investment into real impact by understanding and removing barriers, driving high-impact engagement, and ensuring the new digital platforms we launch become embedded into how our colleagues work.

This is a product marketing role. The products are internal AI platforms. The market is roughly 80,000 Pfizer colleagues around the world. Positioning, segmentation, launch, and demand generation all apply here, with adoption and retention as the scoreboard.

The craft at the center of the role is positioning: holding one argument per platform and telling it in many ways. A scientist in the lab, a supervisor on a manufacturing line, and an analyst in finance should each recognize their own work in the same value proposition, and a colleague who has never heard of a platform needs something different from one who tried it once and stopped.

Working norms, language, and attitudes toward AI at work also differ across our markets and business lines, so messaging here is adapted for the audience rather than translated once and sent everywhere. What we are claiming stays constant. How it is told, to whom, and at what point in their journey is where this role does its work.

This role translates technical features into highly compelling, user-centric narratives, running internal product launches with the same rigor, creativity, and brand building typically reserved for external consumer technology launches. Most internal launch emails and mandatory announcements get ignored, and that's the bar this role is here to clear: before defaulting to the standard internal-comms playbook, this role tries something unconventional first, and builds campaigns around what actually earns attention rather than what's easiest to schedule.

• Segment by lifecycle stage rather than by org chart. Match messaging to where a colleague sits with a platform: one who has never heard of it needs a reason to care, one who tried it once and stopped needs a different reason to come back, and one who uses it weekly needs to know what changed.

• Build divisional and cultural understanding into the work. Language, regulatory context, working norms, and attitudes toward AI at work differ across markets and business lines, and a message that reads as exciting in one place can read as overselling or as a threat in another. Partner with divisional and local communicators so messaging is adapted rather than translated.

• Ground the WIIFM ("What’s In It For Me") in the colleague’s actual workday: the task that gets shorter, the handoff that stops breaking, the report nobody has to rebuild by hand. Avoid capability claims that do not name a job somebody is trying to get done.

• Own the competitive frame. Position each platform against what colleagues are choosing instead, whether an external consumer AI tool, a manual workaround, or doing nothing, and make the honest case for the internal option rather than assuming the audience is captive.

• Test messaging with real colleagues before it ships, in more than one division, and rewrite what does not land.

• Keep the message library current as platforms change, and retire claims that stop being true.

• Set the channel and audience strategy for each launch, deciding which channels to use and who to target, and own the resulting content end to end, creative through send.

• Coordinate channel and audience decisions with the Peer Advocacy & Community Lead so broadcast and community messaging reinforce each other rather than duplicate or conflict.

• Write the go-to-market…