Director, Field Marketing

Neumo Holdings LLC•Remote - IL, IL, US, IL

8d•$130,000 - $170,000

About The Position

This role is for a marketing leader who thinks in strategy, logistics, and brand experience in equal measure — and who operates at the altitude of owning the function, not just running the calendar. Booking an event sponsorship is the easy part. The work is architecting a national event program where Neumo's sales and account teams can generate, accelerate, and close deals with the finance directors, county clerks, court administrators, recorders, DMV leaders, and agency CIOs who decide how government serves its constituents. This role carries significant executive-alignment and brand-experience responsibility. You will own Neumo's national event strategy end-to-end across the full product portfolio — Revenue Compliance, Justice, Public Administration, Payments, DMV, and Platform — spanning large-scale government and industry conferences, sales kickoffs and internal experiences, executive and top-customer gatherings, and Neumo's flagship customer conference. You set the operating model; your team executes it flawlessly. This is a build-and-lead role. You will define the strategy in partnership with business-unit, sales, and customer-success leadership, then hire, develop, and lead the team that delivers it at a near-zero error rate. You will do and you will lead — coaching a team that understands not just how to run an event, but why it matters to the business and how to drive key results.

Requirements

10+ years of experience in field marketing, event marketing, or corporate/global event management, spanning strategic ownership and hands-on execution; experience managing a portfolio of 100+ events annually.
5+ years of people-management experience — recruiting, hiring, onboarding, and developing team members into strong independent contributors, and leading agencies, DMCs, production partners, and vendors.
A track record in a high-velocity, multi-workstream environment — you've owned or led a large annual event portfolio and can speak to how you scaled process without sacrificing quality.
History of full ownership of a large budget, with accountability for forecasting, procurement, contract negotiation, and demonstrating ROI to finance and marketing leadership.
Experience standing up or scaling a flagship customer conference, sales kickoff, or similarly large-scale/executive event
Experience partnering cross-functionally with Sales, business-unit leaders, and Customer Success to align event strategy with pipeline and retention goals.
Public sector, govtech, SaaS, or other regulated-industry experience is a strong plus, given how compliance-conscious and relationship-driven government buyers tend to be.
Experience designing executive, VIP, or incentive experiences
Strategic leadership — able to set a national event strategy, build the operating model, and align it with business-unit, sales, and customer-success leaders.
Team leadership and coaching — able to hire, develop, and lead a team of event professionals into highly effective, independent operators.
Budget and vendor management — a capable negotiator who manages multi-million-dollar budgets and international/national vendor contracts while protecting margin.
Reporting and analytics — able to build and maintain views that segment events by type and demonstrate value across each to ensure accountability for all events.
Project management — proven ability to run complex, multi-workstream programs using tools like Monday.com, with rigorous attention to timelines and vendor cutoffs.
Executive presence — a poised, confident communicator with senior internal leadership and external government stakeholders, including agency executives and elected officials.
Communication range — equally skilled crafting a compelling executive invitation, briefing a booth-staffing team, and presenting ROI data to the leadership team.
Analytical mindset — comfortable translating raw event data into a clear narrative about cost per lead, cost per opportunity, and pipeline impact.
Experience design — able to translate business objectives into brand-elevating attendee experiences, from intimate executive gatherings to large-scale conferences.

Responsibilities

Own and drive Neumo's national event strategy — set the annual plan and the operating model for Neumo's participation across large-scale government and industry conferences, associations, executive and customer experiences, internal sales kickoffs, and the flagship customer conference.
Effectively allocate a significant national field-marketing budget across products, territories, and business units to balance new-business generation against protecting and growing existing relationships.
Serve as a strategic voice at the GTM planning table — co-own event-driven pipeline and retention outcomes with sales and business-unit leaders, and translate business objectives into memorable, results-driven experiences.
Launch and scale Neumo's flagship annual customer conference (planned for Q2 2027) — own the strategy, experience design, registration, partner/sponsor program, supplier contracts, and P&L to drive renewal and upsell across all customer segments.
Plan and manage logistics for key strategic internal events like sales kickoff, President’s Club, and other strategic go-to-market meetings.
Build, lead, and grow the team — hire and develop event professionals (from specialists to a senior event manager) into strong, independent operators who own end-to-end event workflows and can measure and drive event value.
Protect and amplify the brand -- ensure that every time we show up in the world we are doing so with the right people at the right places and with the right messaging and positioning and that we have an eye on continually improving the experience for our customers, prospects, and employees.
Event accountability — the buck stops with you for strategy through delivery: venue, booth, shipping, staffing, and collateral logistics across the full event calendar, with zero missed vendor cutoffs.
Own the event-management system — ensure accurate board data using stage-gated templates so every active event runs on a standard approach, and continuously improve process and flow through software adoption and AI-enabled tooling that scales the team.
Own event performance and ROI — report on results by goal, event type, product, territory, and business unit, and connect event activity to pipeline and closed-won revenue in partnership with Sales and Marketing Operations.
Build and oversee the budget — exercise discretion and independent judgment over a significant, multi-million-dollar national field-marketing budget, forecasting spend, negotiating contracts, and demonstrating ROI to finance and marketing leadership.
Manage a team that drives leads that convert — design a high-conversion lead-to-opportunity flow from events that optimizes cost per lead, cost per opportunity, and ROI on closed-won deals.
Serve as the executive escalation point with vendors and venues and work across Sales leadership to ensure accountability on all shared events-based goals and KPIs.
Partner with Sales Development and Inside Sales to convert booth meetings into discovery and demo calls, and drive action on leads.
Gather sales and business-unit leader needs to keep the event program aligned with key business, territory, and retention strategies — and bring executive-communication rigor to that alignment.
Partner with the HR Business Partner (HRBP) on all people decisions for the events team — hiring approvals, headcount planning, compensation actions, career pathing, and workforce planning.
Own team structure and role design — define reporting lines, role scope, and career paths from entry-level through senior event manager, and evolve the structure as the program scales.
Drive employee development — set individual growth plans, deliver regular coaching and feedback, and create stretch opportunities that build strategic, vendor-management, and executive-facing skills across the team.
Lead the performance management cycle — set clear goals and KPIs for direct reports, conduct timely reviews, and address performance gaps directly, fairly, and in partnership with HR.
Build a culture of accountability and ownership — model the executive presence and rigor expected of the team, and create an environment where team members can do their best work.