Principal Product Marketing Manager

Our mission? To power measurable employee engagement worldwide.

Contact Monkey is repositioning from the best internal email tool to an intelligent communication effectiveness platform — with AI capabilities (Confidence Check, CoAuthor, Audience Preview, Insights Assistant) that are genuinely first in the category. To carry that story to market with the depth it deserves, we’re creating a dedicated, senior product marketing role reporting directly to the CPTO.

You won’t be starting from a blank page or working alone. Our team has already done real groundwork — a clear strategic narrative, shipped differentiators, an active launch process, and a healthy content and demand‑gen engine — and you’ll build on it. You’ll also partner closely with a dedicated marketer who knows our audience and brand voice inside out. Product marketing is a distinct craft, and we’re now investing in it as a dedicated, senior discipline;

your job is to bring that depth and take the story the rest of the way.

• Positioning & messaging
  . Drive our positioning evolution to completion: new messaging architecture, persona and segment narratives, stop / start language for GTM, and a single current source of truth that replaces our legacy messaging guide. You own how the company talks about the product — internally and externally.
• A seat inside the product team
  . You’re not a downstream recipient of the roadmap — you’re a core member of the product group, shaping strategy, prioritization, and feature definition with a market and customer lens. When we decide what to build, how to sequence it, and how to package it, you’re in the room.
• Customer & market insight
  . Own the qualitative and quantitative work — customer conversations, win / loss, competitive dynamics, market trends — that tells us what’s actually true about our buyers, and feed it into both positioning and the roadmap. You’re the closest person to the buyer who isn’t carrying a quota.
• Competitive strategy
  . Build the competitive program: battle cards for our full competitor set, win / loss analysis, talk tracks by buyer (comms leaders vs IT / Info Sec vs execs), and comparison content. Today this work is scattered across sales, sales engineering, and product — you’ll consolidate it under one owner with one standard.
• Launch & commercialization
  . Own the GTM layer of our launch process (the tiering playbook and launch infrastructure already exist). Partner with the marketing team on launches and commercialize what’s already shipped — several flagship capabilities are live but commercially invisible. “Built but untold” is the first backlog you’ll inherit.
• Sales & CS readiness
  . Partner with marketing to create decks, one‑pagers, objection handling, demo narratives, enablement sessions — built around buyer pain and our narrative spine, not feature lists. Partner with sales enablement on delivery; you own the content and the story.
• Pricing & packaging narrative
  . Partner with the CPTO and Rev Ops on packaging decisions and own how tiers and value are communicated to buyers, customers, and internal teams.
• Cross‑functional partnership
  . Keep positioning consistent, differentiated, and grounded in product truth across product, design, engineering, and the rest of marketing. You’ll lead without authority — influence, not org chart, is how the job gets done.

• Demand generation, SEO, paid, brand, and the content calendar — we have a marketing team that runs that engine well. You’ll feed it positioning and product stories; they’ll amplify them.
• Ship the new positioning and messaging house; retire the legacy guide; train GTM on the new language.
• Stand up the competitive program — primary competitors covered, single battle card standard, win / loss loop running.
• Take our pre‑send AI story to market properly: category framing (“the only native pre‑send quality layer”), comparison assets, updated landing pages and sales deck.
• Commercialize the shipped‑but‑untold features with deck sections, one‑pagers, and 2–3 customer proof stories.
• Build the differentiator one‑pager library and close out pricing collateral gaps.