Position Summary

The Senior Director, Marketing & Branding leads all marketing, brand, and communications for a multi-brand, multi-state property restoration platform operating across 59+ regional offices. This role owns the brand as a business asset -- how it shows up on a truck in a residential driveway, in an RFP to a national commercial account, in a carrier's vendor panel review, and in a candidate's decision to join ATI.

This is a builder's seat, not a caretaker's. ATI is scaling through both organic growth and acquisition, and marketing must keep pace: unifying acquired brands under a coherent architecture, generating demand across distinct buyer channels, and equipping field leaders and sales team members with tools that actually get used in market.

Reporting directly to the Chief Executive Officer, this role is expected to bring a commercial point of view rather than campaign execution alone. It is the company's only centralized commercial function, and it operates across independent revenue owners who do not report to it. Influence, credibility, and useful output -- not positional authority -- are the mechanisms by which this role succeeds.

Organizational Context & Scope Boundaries

Revenue accountability at ATI is distributed rather than consolidated. It sits with regional leadership by geography and with vertical leadership by channel. There is no single commercial counterpart for this role, and that is a defining feature of the seat.

Primary Partnerships

• Regional Vice Presidents and General Managers -- local market presence, field marketing execution, community and trade relationships, and lead conversion in market
• Vertical Revenue Leaders -- channel-specific demand strategy, pursuit support, and messaging across enterprise commercial, insurance, and national accounts
• VP, People -- employer brand, recruitment marketing, and internal communications
• Corporate Development / Integration -- brand transition planning and integration sequencing for acquired companies

What This Role Owns

Brand and brand architecture, demand generation, marketing technology, external and internal communications, and sales enablement content -- including the standards governing how leads are captured, qualified, and routed to the field.

What This Role Does Not Own

Conversion, quota, and account ownership, all of which sit with regional and vertical leaders. Marketing is accountable for qualified demand and brand equity; closing is accountable to the field.

Because there is no consolidated revenue function, this role additionally carries de facto responsibility for maintaining a single commercial narrative across channels that would otherwise drift apart.

Principal Responsibilities

Brand Stewardship & Architecture

• Own the brand system end to end: identity, voice, visual standards, and application across fleet, facilities, uniforms, signage, digital properties, and collateral.
• Design and execute the multi-brand architecture -- determining which acquired brands convert, which retain local equity, and on what timeline.
• Build the brand transition playbook so rebranding becomes a repeatable integration workstream rather than a one-off project with each acquisition.
• Establish and enforce brand governance across 59+ offices, balancing enterprise consistency against the local credibility that drives restoration work.
• Serve as brand steward in executive, board, and sponsor-facing materials.

Demand Generation & Digital

• Own the digital footprint: web, local SEO across all office locations, Google Business Profile management, paid search, and review and reputation management. In emergency services, search visibility at the moment of loss is a direct revenue driver.
• Build and manage demand generation programs across distinct buyer channels -- residential, commercial and property management, insurance carrier and TPA, and national and enterprise accounts -- recognizing that each requires a different motion.
• Own marketing technology stack decisions and CRM integration, ensuring lead capture, routing, and attribution are clean enough to make investment decisions from.
• Manage agency and vendor relationships, holding external partners to measurable performance standards.

Field & Channel Marketing Enablement

• Equip regional and office-level leaders with campaign kits, collateral, and co-marketing tools that require minimal local lift to deploy.
• Build and maintain the sales enablement library: capability decks, case studies, RFP content, differentiation messaging, and proof points for carrier and enterprise pursuits.
• Own trade show and industry conference strategy across restoration, insurance, and commercial property sectors.
• Support catastrophe response with rapid-deployment marketing and communications when storm or large-loss events create surge demand.

Communications

• Lead external communications and public relations, including media relations and executive positioning.
• Partner with the People Team on internal communications strategy and channels, ensuring what team members hear internally matches what the market sees externally.
• Own crisis communications planning and execution in coordination with Legal and the executive team.
• Build employer brand and recruitment marketing in partnership with Talent Acquisition -- a meaningful lever in a labor-constrained trade.

Analytics, Budget & Team Leadership

• Own the marketing budget and build the investment case with a clear, defensible connection between spend and commercial outcome.
• Establish the measurement framework: cost per qualified lead by channel, marketing-influenced revenue, brand health, and digital performance.
• Report marketing performance to the CEO and executive team on a consistent cadence.
• Lead, develop, and structure the marketing team; assess current capability against future need and build the plan to close the gap.

First-Year Outcomes

Success in the first twelve months is defined as follows:

• Days 1--90 -- Complete a brand and marketing audit across all regions. Deliver an assessment to the CEO covering brand consistency, digital performance, team capability, spend efficiency, and the top three opportunities.
• Days 90--180 -- Publish the brand architecture decision and transition roadmap. Stand up a functioning attribution and reporting model. Deliver the first quarterly marketing performance review to the executive team.
• Days 180--365 -- Demonstrate measurable improvement in qualified lead volume and cost per lead. Complete the field enablement toolkit rollout. Present a resourced marketing plan for the following fiscal year with a defensible investment case.

Restoration Industry Context

Marketing in property restoration differs meaningfully from marketing in most commercial sectors, and candidates should be evaluated against that difference:

• Demand is event-driven and often non-deliberative. A property owner experiencing a water loss at 2:00 a.m. is not running a considered purchase process. Local search visibility, response speed, and immediate credibility signals carry disproportionate weight.
• The buyer and the payer are frequently different parties. Insurance carriers, third-party administrators, property managers, and building owners each require distinct messaging, and influence over vendor selection is often indirect.
• Brand equity in this industry is built locally and consolidated slowly. Acquired companies often carry decades of relationship value in their names, and converting them too aggressively destroys revenue.
• Catastrophe events compress marketing timelines from quarters to days, requiring pre-built assets and standing readiness rather than campaign development on demand.
• Field labor scarcity makes employer brand a commercial issue, not solely a People Team concern. Capacity constraints limit revenue as directly as demand constraints do.

Education & Experience

Required

• Bachelor's degree in Marketing, Communications, Business, or equivalent professional experience.
• Ten or more years of progressive marketing leadership experience, including five or more years leading teams.
• Demonstrated experience in multi-location, multi-market services businesses -- restoration, construction, facilities services, home services, or comparable field-based operations.
• Proven ownership of both brand and demand generation. This role cannot be filled successfully by a pure brand marketer or a pure performance marketer.
• Hands-on command of digital marketing fundamentals: local SEO at scale, paid media, marketing automation, CRM integration, and attribution methodology.
• Experience building marketing function and infrastructure, not solely operating an established one.
• Track record of partnering credibly with field operations leaders and translating marketing strategy into tools those leaders will actually adopt.
• Demonstrated success influencing multiple peer-level revenue owners without direct authority, in an environment where sales accountability is distributed rather than centralized.

Preferred

• Experience in a private equity--backed environment, including reporting to a board or financial sponsor.
• Brand integration experience in an acquisitive company, consolidating acquired brands under a unified identity.
• Familiarity with insurance carrier, TPA, or claims-driven revenue channels.
• Experience with commercial property, facilities management, or national account marketing.
• Bilingual (English/Spanish) capability.

Core Competencies

• Commercial Judgment -- Connects marketing activity to revenue and margin, and defends that connection under executive and sponsor scrutiny.
• Executive Presence -- Credible with the CEO, executive team, and ownership; communicates with clarity and brevity.
• Field Credibility -- Earns trust with operators by understanding the work, not only the marketing of it.
• Influence Without Authority -- Convenes and aligns peer leaders who own their own numbers, and does so durably rather than meeting by meeting.
• Bias Toward Execution -- Comfortable in a fast-moving environment where planning and execution frequently happen simultaneously.
• Systems Thinking -- Builds scalable infrastructure and repeatable process rather than one-off deliverables.

Supervisory Responsibility

This position leads the marketing function and carries full supervisory responsibility for the team, including hiring, performance management, development, and structure. The Senior Director is responsible for assessing current team capability against future business need and building the resourcing plan to close identified gaps. This role also manages external agency and vendor relationships and is accountable for their performance.

Travel & Working Conditions

Regional and national travel is required, estimated at 25--35%, including regional office visits, industry conferences and trade events, and catastrophe response support as circumstances require.

This position operates primarily in a professional office environment with standard office equipment. Periodic exposure to active job sites and loss environments should be expected, and appropriate personal protective equipment will be required in those settings. Occasional extended or non-standard hours are expected during catastrophe events and time-sensitive business periods.