Senior Manager, Marketing Operations

What You'll Do  1. Own Budget & Financial Stewardship  Own the Corporate Marketing budget end-to-end: tracking, forecasting, variance analysis, and reconciliation across the fiscal year.  Partner directly with Finance on budget planning, quarterly reviews, and reforecasts -  translating marketing priorities into financial terms Finance trusts.  Build visibility into spend by function and campaign so leadership always has an accurate, current view of where investment is going and what it's returning.  Flag risk early: over/under-spend trends, vendor commitments, and budget reallocation needs, before they become a surprise.  Establish disciplined spend governance across vendors, agencies, POs and commitments, ensuring forecast reflects both actual and committed spend.  2. Drive Semi-Annual Planning  Own and run the semi-annual planning process for the Corporate Marketing organization end-to-end: timeline, templates, cross-functional input, and synthesis into a single, coherent plan.  Partner with each function lead (Brand, Integrated Campaigns & Content, PR/AR, Product & Technical Marketing) to translate goals into resourced, sequenced plans.  Build the planning cadence into a repeatable system not a one-off scramble each cycle, with clear inputs, owners, and deadlines.  3. Bring Rigor to Analytics & Insight  Own the Corporate Marketing Monthly Report end-to-end gathering inputs across the organization, validating the underlying data, identifying the insights and implications that matter, and translating performance into a concise executive narrative.  Own the operating cadence for marketing scorecards and KPI reporting, including ELT-level reporting cycles, ensuring metrics are consistent, accurate and decision-useful.  Interpret and stress-test the data our analytics team provides. You won't be pulling the reports yourself, but you need to understand them well enough to catch what's wrong, ask the hard questions, and push back when something doesn't add up.  Translate data into recommendations, not just dashboards connecting marketing performance metrics to business outcomes leadership actually cares about.  Partner with the analytics team as a rigorous internal customer: defining what should be measured, sanity-checking methodology, and ensuring KPIs reported upward are accurate and defensible.  4. Build Marketing Operations Infrastructure & Systems Readiness   Establish and govern campaign measurement standards including UTM taxonomy, naming conventions, campaign tracking and data hygiene so performance can be measured consistently across channels and over time.  Partner with Integrated Campaigns & Content and Analytics to ensure campaigns are instrumented correctly and measurement is designed upfront, not retrofitted after launch.  Bring hands-on Salesforce and Marketo experience and a strong point of view on marketing systems, lead lifecycle, and campaign infrastructure.  Serve as the person who could stand up or evolve these systems if/when WD adopts them more broadly. This isn't a day-one need, but we want that capability on the team so we're not starting from zero when the moment comes.  In the meantime, apply that systems-thinking background to how we operate today: process design, tooling evaluation, and marketing operations best practices generally.  5. Act as Chief of Staff to the Function Leader  Establish and manage the operating cadence for Corporate Marketing connecting annual and semi-annual planning, monthly performance reviews, budget reviews, leadership meetings, scorecards and follow-through into a coherent management rhythm.  Help prioritize and sequence what gets attention across a broad, fast-moving organization, spanning Press & Analyst Relations, Product & Technical Marketing, Integrated Campaigns & Content, Brand Strategy & Experiences, International Marketing, and Marketing Operations.  Prepare materials and talking points for executive and board-level conversations, and help synthesize input from across the function into clear, decision-ready recommendations.  Represent the leader's priorities in cross-functional forums and follow through on action items and commitments across teams.  Take on special projects that don't have a natural home elsewhere - org design questions, process gaps, ad hoc executive requests - and see them through.  What Success Looks Like  Budget is accurate, current, and defensible, no surprises at quarter-end.  The semi-annual planning process runs on a system, not heroics, and produces a plan leadership trusts.  Data reported upward is accurate, and leadership trusts this person's read on what the numbers actually mean.  The marketing organization operates with more discipline and less ad hoc scrambling than it did a year prior.  This person is trusted with ambiguity, handed a loosely defined problem and expected to structure it, not asked to wait for instructions.  What We're Looking For  Must-Have Experience  7–10+ years in marketing operations, revenue operations, or a related operational/analytical role, ideally within a complex or matrixed B2B organization.  Strong analytical fluency: able to understand data sources, methodologies, attribution approaches and KPI definitions well enough to challenge assumptions, identify inconsistencies and distinguish signal from noise.  Hands-on experience with Salesforce and Marketo (or comparable marketing automation/CRM platforms) even if not immediately applied here, this experience needs to be real and current enough to be credible.  Strong track record owning a budget of meaningful size, including forecasting and variance management, and partnering directly with Finance.  Demonstrated ability to design and run a planning process for a function or organization, not just participat