Marketing Chief of Staff

Cohere•Toronto, ON

1d•$155,000 - $240,000•Remote

About The Position

Cohere is seeking a Marketing Chief of Staff to ensure the marketing organization operates efficiently and effectively. Reporting to the VP of Brand, this role will collaborate across the entire marketing function, including brand, editorial, design, product marketing, demand generation, and integrated marketing. The position is hands-on, involving operational tasks such as managing the planning calendar, budget, headcount, and business reviews, as well as ensuring smooth cross-functional handoffs. The goal is to enable the VP of Brand and leadership team to focus on strategic leadership rather than day-to-day firefighting. While Marketing Operations manages the MarTech stack and data, this role focuses on the operating rhythm, meetings, priorities, and decision-making processes of the marketing organization.

Requirements

10+ years of operating experience, with real time inside a marketing org in a Chief of Staff, business operations, or senior program-operations seat.
A practitioner's understanding of demand generation and account-based marketing in a B2B context. You can talk pipeline, not just plans.
Comfort with marketing and pipeline metrics and with running a budget. You can build the model and read the dashboard.
A track record of bringing order to a fast, complex org without grinding it to a halt.
Clear writing, straight talk, and the presence to hold a room of senior people to a plan.

Nice To Haves

Chief of Staff or business operations at a high-growth B2B software or AI company.
A marketing ops or RevOps leader who wants an org-level operating seat rather than a systems seat.
Strategy or management consulting followed by an in-house operating role.
A demand-gen or integrated-marketing operator who has moved into an org-level operating seat.

Responsibilities

Run the marketing org's planning cadence: annual and quarterly planning, goal-setting, and the weekly and monthly business reviews. Hold the calendar.
Drive budget and headcount planning against the slate, working from Marketing Ops' tracking and reporting, and keep both honest as priorities shift mid-quarter. You own the trade-off conversations; Marketing Ops owns the numbers underneath them.
Make the reviews worth holding. Drive the prep, the follow-through, and the decisions that should come out of them.
Turn the VP of Brand's priorities into plans the team can execute, then hold the line on those priorities when new fires start.
Keep major programs from colliding or stalling across brand, editorial, design, product marketing, demand gen, and integrated marketing. A lot of this is seeing the crash coming and preventing it.
Be the person teams come to when it isn't clear who owns a decision.
Represent marketing in cross-functional planning with sales, product, and finance, so the org's commitments are realistic and its dependencies are visible. When marketing promises something to another team, you make sure the promise was sane and gets kept.
Build the materials leadership relies on: board updates, all-hands content, exec readouts. Make them clear and honest, not decorative.
Give the VP of Brand back time and attention by carrying the work that doesn't need to land on their desk.
Lead the things that don't fit neatly on any one team's plate: a reorg, a new agency relationship, a flagship event, an org-wide planning week. Own them end to end.