Principal Product Marketing Manager - Go-To-Market

About the role

Mindtickle is moving from a market perception as a sales training and enablement platform to recognition as the AI-native revenue enablement platform, powered by ElevateOS. The product work is underway. The harder problem is market meaning: whether the market understands why any of this matters, why it matters now, and why Mindtickle is the company that should own it.

You will own the answer. Specifically, you own the category narrative behind Mindtickle and ElevateOS and the translation of that narrative into value that each buyer recognises as their own problem. The narrative cannot be a list of agentic capabilities. AI Roleplay, AI Tutor, Deal Guide, Buyer Copilot, Knowledge Copilot and Call AI have to ladder into a single category idea: Mindtickle, powered by ElevateOS helps revenue teams win every moment that matters by turning readiness into live execution. Your job is to make that idea true, specific, provable and repeatable, and then to make it show up identically on the website, in the sales deck, in the demo, in the analyst briefing and in the board narrative.

This is a company-level clarity role. You will work directly with the CEO, the co-founders, Product, Sales, Solution Consulting, Customer Success and Analyst Relations. It is also a hands-on role: you will personally write the positioning, the message architecture and the persona narratives that the rest of the company draws from.

Your measure of success is simple: does the market repeat it? Can Sales say it in one sentence without reading a slide? Do customers hear a business argument rather than AI buzzwording? Can analysts place Mindtickle in a category and describe how it differs? Does the demo make the positioning tangible? And do deals move, save and expand because of the story rather than in spite of it?

What you will own:

1 - The category narrative behind ElevateOS

Build and maintain the answer to why the world needs ElevateOS now. Ladder the portfolio of agentic capabilities into one category idea instead of a portfolio tour. Hold the line on the four questions the market will ask in sequence: why change, why now, why Mindtickle, why not the alternatives. The narrative you write is the one the company defends in front of analysts, boards, and CROs, so it has to survive scrutiny from people who are paid to be skeptical.

2- The message architecture, held as one source of truth

Codify master positioning, the differentiation argument, the claim set and the proof each claim rests on. Every downstream artefact draws from this document rather than from a fresh interpretation. You version it as the platform and the market move, you decide what enters and what is retired, and you are the person who says a piece of language is off-architecture. One message architecture feeding many artefacts is the mechanism that stops the company from producing many disconnected deliverables.

3- The buyer translation layer

Convert the platform story into a specific value story for each buyer: revenue leaders who own win rate, ramp time and forecast confidence; enablement leaders moving from programmatic enablement to always-on agentic enablement; frontline managers who need to coach with evidence rather than anecdotes; sellers who need guidance in the flow of work, before the call and during the deal; buyers who experience the engagement; and CIO and RevOps stakeholders who care about interoperability, governance, integrations and enterprise readiness. Each persona gets pain, trigger, value proposition, proof and objection handling. The bar is that an AE can take it into a live enterprise conversation without translating it first.

4- Buyer pain as the default language for every capability

Express each capability through the business problem it solves, the impact it creates and the evidence behind it. "Deal Guide gives sellers AI recommendations" fails the bar. "Deal Guide helps managers and sellers identify deal risk early by connecting Salesforce context, buyer questions, stakeholder gaps, competitive intelligence and win-loss patterns into one execution guide" passes it. Apply the same test to every claim: does the claim communicate differentiation, or does it prompt a follow-up question?

5- The differentiation argument against alternative architectures

Own why ElevateOS is architecturally different from conversation intelligence tools, content and enablement platforms, LMS incumbents, CRM add-ons and single-purpose AI agents. The argument is structural: others attach AI to content, calls or CRM records, while Mindtickle connects readiness, seller behaviour, buyer engagement and deal execution in one system. Competitive Intelligence owns the tactical layer of battlecards, landmines and counters. You own the architectural argument those tactics are built on, and you own keeping it honest as competitors ship.

6- One voice across every surface

Website, sales deck, customer deck, demo narrative, analyst pitch, webinar, executive and board narrative should be recognisably the same story told at different lengths. Drift is the normal state of a fast-moving company, so treat detection and correction as standing work rather than a project. You will audit surfaces, name where the story has fragmented, and drive the fix with the owner of that surface.

7-The language quality bar

Decide what the market should remember about Mindtickle and ElevateOS, in a handful of phrases, and then defend that simplicity against the pull toward more slides, more words and more qualifiers. Polished and verbose is a failure state. The output you are after is language that a seller, a customer, an analyst and a board member can each repeat accurately from memory.

8-Category framing for analyst relations and launches

Feed the category thesis and differentiation into analyst briefing cycles and launch moments, leading with the market problem before the product. Analyst Relations owns coverage, relationships and evaluation cycles. Launch commercialisation owns the launch operating system and whether a given launch lands. You own the positioning both of them build on, and you stay close enough to both to know when the story needs to change rather than the execution.

9- Proximity to revenue reality

Positioning built from internal product assumptions decays quickly. Work from win-loss patterns, live sales calls, Solution Consulting demo friction, renewal and expansion objections, and analyst perception gaps. Test messages in real conversations rather than in review meetings. Where the field keeps hitting the same objection, that is a positioning defect, and it is yours to fix. Feed differentiation gaps back into roadmap prioritisation so Product hears the market argument, not only the feature request.

How this role works across the organization.

Function You own:

Head of Product Marketing

PMM strategy, priorities, the org-level quality bar

You author the category narrative and message architecture, the rest of PMM draws from

Launch commercialisation

The launch operating system, the integrated launch motion, and whether a launch lands

You own the positioning of each launch narrative ladder. Shared ground: the launch narrative itself. You supply the architecture and the differentiation argument, they own the market moment and the field motion. Neither of you ships a launch story that the other has not seen

Field product marketing and competitive

Signal from live deals, competitors, and win-loss; the tactical battlecard layer

You own the architectural differentiation argument and convert the field signal into positioning and objection-handling changes. Shared ground: competitive messaging, where they own what a rep says in the room and you own why the claim is true

Customer marketing

The proof engine, customer evidence, references, and voice of customer

You own which claims require proof and which proof points carry the differentiation argument. Shared ground: claim-to-evidence matching, run as a standing review rather than an ad hoc request

Analyst relations

Analyst coverage, briefing calendar, evaluation cycles

You own the category thesis, differentiation and proof logic the analyst story rests on

Product management

Product strategy, roadmap, usage outcomes

You bring market perception and differentiation gaps into roadmap prioritization

Sales and Solution Consulting

Customer conversations, technical demo environments, and execution

You own the source narrative and the story that the demo must prove. Shared ground: demo storytelling standards, held jointly with launch commercialization

Demand generation and web

Campaign and site execution

You own the story, the site and campaigns express, and the standard they are held to

What success looks like in your first year

What you are accountable for

• The company is sharper about what ElevateOS is. There is a clear market thesis, written down, and Product, Sales, CS, Analyst Relations, web, and the executive team works from it rather than around it.
• The category language starts coming back to you. Analysts, customers, and competitors begin using the framing you introduced. This is the highest bar in the role and the one worth aiming at.
• Every persona has a specific story. Pain, trigger, value proposition, proof, and objection handling exist for CRO, enablement leader, frontline manager, seller, buyer, and technical buyer, and Sales uses them directly in enterprise conversations.
• No capability is described in capability language. Each product is expressed through buyer pain, business impact, and evidence.
• The surfaces agree. Website, decks, demo, webinar, analyst pitch, and board narrative reinforce one story, and drift is caught in weeks rather than quarters.
• The language is simple enough for travel. A handful of phrases about ElevateOS are repeatable by sellers, customers, analysts, and board members without a slide in front of them.

Where you contribute to outcomes that others own

• Demos make the positioning believable. You own the story the demo must prove, and you push until the demo carries a business argument rather than a feature sequence.
• Launches compound the category story. Each launch strengthens the ElevateOS thesis rather than adding an unconnected message.
• Competitive displacement gets easier. The architectural argument gives Field PMM and Sales something durable to build traps and counters on.
• Analysts can place us. Category thesis, differentiation, and proof are clear enough that analyst placement stops being a reactive scramble.
• PMM work shows up in revenue outcomes. Positioning changes are traceable to competitive wins, renewals saved, and expansion conversations opened.

What you bring:

• 8+ years in product marketing or a closely adjacent discipline, preferably enterprise B2B SaaS, with a track record of operating as a senior individual contributor who owns outcomes end to end.
• Category and narrative depth. Demonstrated ability to build positioning and a message architecture from the market problem upward, and to hold a company to one consistent story across every surface over time.
• Fluency across very different buyers. You can express the same platform in the language of a CRO, an enablement leader, a frontline manager, a seller and a RevOps or IT stakeholder, grounded in the pain and the business impact each of them owns.
• Exceptional written communication. High standards for precision, and the judgement to know when a claim is sharp enough to differentiate and when it is still a placeholder.
• Architectural instincts about competition. You can explain why a competitor's approach is structurally limited, and you keep that argument current as they ship.
• Cross-functional influence without authority. You can align Product, Sales, Solution Consulting, Customer Success, Marketing, and leadership in a matrixed, fast-moving environment.
• High agency in a flat organization. This is a senior IC role inside a team going through a transformation. You set direction, move without waiting for instructions, and are accountable for the outcome rather than the activity. You can do the work yourself at an expert level and design the system that scales it.
• Maker-checker discipline with AI. You treat AI as the maker for research, synthesis, and repeatable production, and yourself as the checker for positioning judgment and quality. You know which decisions a system can carry out and which require a human.
• Comfort with ambiguity and pace. A self-starter who treats raw, fast iteration as a strength.
• Experience in AI, agentic systems, revenue technology, enablement, or adjacent categories