Cybersecurity Product Marketing Manager

Read this part first

This role exists because of a specific gap, and it is worth naming it plainly.

CloudSEK is a predictive attack graph platform. We tell security teams which attack paths will be used against them before the breach happens, rather than which indicators showed up after it. We sell outside-in: what an attacker can already see, and is already doing. Almost every buyer we talk to has spent a decade buying inside-out tooling instead, an EDR, a SIEM, a patch and vulnerability stack, and has budget structures, mandates and instincts built around that world.

That means our sales and pre-sales teams are asked to make a harder argument than most vendors make. Not "ours is better than theirs", but "this is a category of risk your current stack cannot see, and here is why that matters to you specifically, before anything has gone wrong."

They are largely making that argument without a system behind it. There is no product marketing function today. Positioning lives in people's heads, enablement material is assembled per deal, competitive knowledge is uneven, and the platform story across Nexus, XVigil, BeVigil, SVigil and AIVigil has not been settled in a way everyone can repeat.

We are hiring one person to build that system and to keep it current. The job is product marketing and GTM enablement as a single discipline, product-led, measured on whether deals move rather than on assets produced.

We would rather you do two or three things properly each quarter than run twelve in parallel. That is a stated operating principle here, not a concession.

What you will own

1. Positioning and messaging

The narrative across the portfolio: Nexus (the AI-powered command centre), XVigil (digital risk protection), BeVigil (external attack surface management), SVigil (supply chain risk) and AIVigil (AI attack surface).

• Positioning that connects our capabilities to initial attack vectors, attack-path disruption and exposure reduction, and holds up when a sceptical CISO pushes on it
• A messaging hierarchy that works for a CISO, a CIO and a SOC analyst without collapsing into jargon or inflating into abstraction
• The complement argument rather than the displacement argument: what an EDR and a SIEM structurally cannot see, and why that is a separate line of spend
• Resolve the platform versus product tension. When do we sell Nexus as one thing, and when do we sell a module, and how do we justify the platform without devaluing the products inside it
• Segment narratives by job to be done as well as by vertical and geography. Enterprise against Mid-Market; India, Middle East, US, Europe

2. Sales and pre-sales enablement

This is the half that makes the role different from a conventional PMM job, and the half most likely to decide whether it worked.

• Discovery guides, qualification criteria and question sets that get a rep to the real problem in the first call
• Battlecards, objection-to-response playbooks and competitive teardowns that reps use without being asked
• Demo narratives built around a buyer's situation rather than a feature tour, developed with pre-sales rather than handed to them
• Business case and ROI material at the deal altitude we sell at, including large regulated accounts
• Pricing and packaging talk tracks, and packaging treated as a positioning decision rather than a finance output
• Onboarding and ongoing training for new sellers, with a defined ramp expectation
• Sit in on live deals. Enablement written from a distance is the thing reps quietly stop opening

3. Product launches, end to end

• Launch tiering (not everything is a tier-1), messaging and cross-functional orchestration across product, engineering, sales, content, demand generation and customer experience
• Sales readiness as a launch gate, not a launch afterthought
• Post-launch adoption tracking rather than launch-day noise. A launch is successful when customers use the thing
• A retro on every tier-1 launch, including what did not work

4. Retention and expansion

Retention and expansion are two sides of the same conversation, and both are marketing problems before they are renewal problems.

• The narrative that keeps CloudSEK a preferred spend through a constrained budget cycle
• Expansion plays from one module into the platform, built with customer experience
• Adoption and usage evidence turned into arguments a champion can take to their own leadership
• Understand why a security tool goes unused eighteen months after purchase, and design against it

5. Partner and channel enablement

We have signed Tech Mahindra, partnered with InCloud in Brazil, launched a partner portal and joined Deloitte's Cyber Coalesce, all recently. Partners cannot sell what they cannot explain.

• Partner-facing positioning, enablement kits and co-selling material
• Joint value propositions with GSIs and MSSPs that survive contact with a partner's own portfolio
• Regulatory-anchored narratives where the budget actually sits: NIS2, DORA, CERT-In, CIRCIA, SEC disclosure rules

6. Competitive and market intelligence

• Live positioning against the threat intelligence, DRP, EASM and exposure management field: Recorded Future, ZeroFox, Flashpoint, Cyble, Group-IB, Check Point/Cyberint, Searchlight Cyber, Silent Push, Doppel, and the ratings vendors (Bitsight, SecurityScorecard) where SVigil competes
• Particular attention to vendors converging on our own language. "Preemptive" and "predictive" are becoming contested words, and we need to own ours with proof rather than volume
• A win/loss loop with sales that is a habit rather than a quarterly project

7. Analyst relations and third-party proof

CloudSEK has no Magic Quadrant, Wave or MarketScape placement in DRP, EASM or threat intelligence, and we have said so publicly. A CISO usually needs third-party validation to defend a purchase internally, so this is a commercial problem rather than a vanity one.

• Analyst briefings, inquiries, submissions and analyst-facing narrative, in partnership with leadership
• The proof we can build without an analyst: customer evidence, peer benchmarks, practitioner credibility, published research
• Review sites and peer platforms treated as a deal asset rather than a marketing chore

8. Voice of the market back into product

• What lands and what does not, with customers, prospects and partners
• Gaps in packaging, pricing or positioning that show up in deals
• The gap between what the market thinks we do and what we actually do, and which side of that gap should move

Supporting: demand, brand and AI discoverability

Shared with the wider GTM team rather than owned here, but you will have a real voice in all three.

• Campaigns and growth loops built on assets we already under-use: BeVigil Community, a free OSINT API and mobile app scanner used by bug bounty hunters, and exposure.cloudsek.com, a free breach exposure checker
• Our TRIAD threat research, which gets picked up by CSO Online and the trade press, and is currently published as blog posts and little else
• How CloudSEK shows up when a buyer researches inside ChatGPT, Perplexity, Claude or Google AI Overviews, which increasingly happens before we know a buyer exists.

We expect you to propose and run experiments here, with a hypothesis, a number that would prove it and a point at which you would stop. Some will fail, and that is priced in. What we are not doing is asking you to carry brand and demand generation as a separate full-time mandate on top of everything above.

How this role sits alongside GTM strategy

Worth being explicit, because it is the question a good candidate will ask.

Go-to-market strategy at CloudSEK is set jointly across sales, customer experience, product and marketing leadership. You do not own it alone, and we are not going to pretend otherwise in a job description. You do own the product marketing and enablement half of it outright, you will be in the room where strategy is decided, and your evidence from deals, wins, losses and partners is expected to shape it.

If sole ownership of GTM strategy is the thing you are looking for, this is not that role, and it is better for both of us to know that now.

What success looks like

First 90 days:

• A positioning and messaging framework for Nexus and at least two product lines, tested against real customers and at least three sales conversations you sat in on
• A competitive teardown of the five vendors we lose to most often, with battlecards reps are using
• A discovery guide and objection playbook in active use, with feedback from the reps using them
• An honest baseline: current win rate, where deals stall, what enablement material exists and what is being ignored

First 6 months:

• Two tier-1 launches run end to end, with sales readiness as a gate and post-launch adoption data
• A defined seller ramp, with new reps reaching first qualified pipeline faster than they do today
• A partner enablement kit in use by at least one GSI or MSSP partner
• A measurable shift on at least one commercial number you chose in advance and were held to

First 12 months:

• Product marketing and enablement is a function rather than a person. You have made the case for the first hire under you and defined what they own
• Sales stops asking marketing for assets and starts asking marketing for the argument
• Third-party proof, whether analyst, peer or customer, is materially stronger than it is today
• The platform story is settled, repeatable and being told the same way by sales, pre-sales, partners and the website

What we are looking for

Must have

• 5+ years in B2B SaaS product marketing or GTM enablement, with meaningful time in cybersecurity or an adjacent technical infrastructure category
• Evidence that your work moved deals. Win rate, ramp time, deal velocity, expansion, competitive displacement. Assets shipped is not the measure
• Real security domain comfort: attack surface, threat intelligence, exposure management, SOC workflow. You should be able to hold a technical conversation with our research team without an interpreter
• Proven end-to-end launch ownership, cross-functional, with post-launch numbers you can talk about
• Storytelling with technical clarity. You can explain an attack path to a CFO and to a SOC analyst on the same day, differently
• Direct experience with sellers. You have written material reps actually used, and you know the difference because you checked

Strongly preferred

• Experience taking a set of point products into a platform narrative, including the part where you justify the platform without devaluing the products
• Enterprise deal altitude, business cases and ROI material for large regulated accounts
• Partner, GSI or MSSP enablement experience
• Working analyst relationships, or evidence of having built them from nothing
• Enough technical fluency to be dangerous: you can read an API doc, run a CLI tool, understand a MITRE ATT&CK mapping, and prototype in a no-code or AI tool rather than filing a ticket and waiting
• Hands-on with AI tooling in your actual workflow, not as a talking point

What we are not looking for

• Someone who needs an approved playbook before starting
• Someone whose best work is a beautifully managed process around other people's ideas
• Someone who measures in content volume, MQLs and impressions
• Someone who needs a large team and a large budget before the first result

How we will assess you

We run a structured, scored loop, with the same questions and the same rubric for every candidate. Expect roughly two to three weeks from first call to decision.

You will meet the hiring manager, a product leader, a sales leader, a member of the threat research team, and a member of the leadership team. We will tell you upfront what each conversation is testing for.

There is one exercise, built on a real CloudSEK positioning or enablement problem. It is capped at three to four hours, we mean the cap, we supply the context and material so you are not researching in the dark, and we will tell you how it is scored. If an unpaid exercise does not work for you, say so. We will pay for the time or replace it with a live working session, and it will not count against you.

The research team conversation is not a technical gate. It is how we find out whether you are curious about the domain or merely conversant in it.