Strategy & Operations Lead

About the role

Enterprise Marketing generates demand for Claude among businesses. Strategy & Operations is the operating system behind it: we run the cadence through which the org plans, decides, and holds itself accountable. This is a foundational role, and the systems you will own do not exist yet. You will not spend your first year arguing that the function deserves a seat. What you build becomes how Enterprise Marketing runs as it scales.

The operating rhythm is the center of the job. It is the weekly, monthly, and quarterly cadence through which leadership sees the right numbers and decides. It is how the org talks to itself: where information moves, where it gets lost, and whether the all-team meeting is worth the hour it costs. And it is the planning cycle. Twice a year, six functions, from product marketing to demand generation, have to agree on what Enterprise Marketing is doing and what it is not. You author the directional targets and define the framework everyone plans against, then aggregate what the functional leaders produce into one coherent story. They own their plans. You own the process, the math, and the coherence of the whole.

Underneath it sits an evidence problem. You will build a return on investment framework from scratch with our finance partners, connecting spend and headcount to output performance, then use it to set targets that hold up and tell leadership a story they can act on. You will also use Claude to make this team faster and more rigorous: what to automate, what to leave alone, and how to know the difference. What you learn becomes the proof Enterprise Marketing shows customers. 

Structure earns its place here by helping people decide faster. Process for its own sake does not. You write the memo, build the financial model, and run the meeting yourself.

Key responsibilities

• Design and run the operating cadence: the weekly business review, the monthly all-team meeting, monthly finance and recruiting reviews, and quarterly business reviews. The weekly review is where decisions get made, not where status gets reported.

• Improve how Enterprise Marketing communicates internally. Cut the noise in our written channels. Design all-team meetings and leadership offsites that produce decisions.

• Run the annual and half-year planning cycle. Author the top-down directional targets, backsolved from the company's revenue goals, for leadership ratification. Pressure test those plans without holding authority over the teams that wrote them. Surface where a plan does not add up, and work with the owner to close the gap.

• Aggregate the plans into Enterprise Marketing's input to marketing's annual priorities. When they exceed what the org can fund, bring leadership the evidence and the options.

• Build the spend efficiency and return on investment framework from scratch, working with our finance partners.

• Connect budget and headcount investment to output performance. Turn the analysis into recommendations executive audiences act on, and stand behind your numbers under scrutiny.

• Baseline how Enterprise Marketing uses Claude tools and publish the first honest picture of where it is and is not doing the work.

• Sequence what Claude should take on, set the success criteria before the work starts, and decide what should not be automated. Report what each change returned. That evidence is what Enterprise Marketing shows customers.

Minimum qualifications

• Background in marketing operations, strategy and operations, or business operations, operating independently without program management or analyst support

• Have built operating cadences, planning processes, or business reviews from scratch in a fast-moving, ambiguous environment

• Have run an annual planning cycle end to end: built the framework, cascaded targets, collected plans from teams you did not manage, and aggregated them into one narrative

• Can pressure test another team's plan and surface where it does not add up, without holding authority over them

• Are hands-on with financial modeling in spreadsheets, and can build a framework that measures spend efficiency or return on investment

• Can write for executive audiences: business documents, recommendations, and reporting that a senior leader can read once and act on, and that you can stand behind under scrutiny

• Have used AI tools to make your own or a team's workflow measurably faster, and can explain how you knew it worked

• Are fluent with spreadsheets, business intelligence dashboards, project management software, and marketing or CRM systems such as Salesforce or HubSpot

Preferred qualifications

• Have owned the operating cadence and planning process for an organization of 100 people or more

• Have built a spend efficiency or return on investment framework where none existed before you arrived, and partnered with finance counterparts on the business case behind it

• Experience operating across two or more leadership organizations with different priorities and operating styles

• Have redesigned how an organization communicates internally, whether meeting structure, messaging norms, or information flow

• Time at high-growth technology companies, including at least one known for the strength of its marketing organization

• Familiarity with pipeline measurement, marketing attribution, and lead funnel operations

• Working knowledge of SQL or business intelligence tooling

Role-specific policy: For this role, we expect all staff to be able to work from our San Francisco office at least 2 days a week, though we encourage you to apply even if you might need some flexibility for an interim period of time for relocation.