Product Marketing Director

Otter•Los Angeles, CA

4d•$160,000 - $200,000•Onsite

About The Position

We're looking for a Director of Product Marketing to lead product marketing for Otter and own go-to-market for our product suite — POS, payments, analytics, and other special projects (ENT & SMB). This is a leadership role with a broad mandate: you'll own positioning and messaging, lead GTM from strategy through launch and post-launch growth, and connect Product, Sales, Customer Success, and Marketing so each launch lands and each product keeps growing. You'll be responsible for business outcomes — adoption, revenue, and retention — across markets and segments, and you'll build and lead the PMM team that gets us there. The ideal candidate is a seasoned product marketing leader who has mastered the craft and knows how to scale it through a team. You're equal parts strategist and operator — comfortable setting a portfolio positioning strategy and just as comfortable in the product lifecycle, writing the messaging, and shaping the launch. You embody the voice of the restaurant operator, turn complex products into stories a busy operator immediately gets, and you run on data. You've owned targets, navigated ambiguity in a fast-growing business, and built teams that punch above their weight.

Requirements

9+ years in product marketing or a related field, including 3+ years building and leading product marketing teams.
Mastery of the foundational product marketing skill set — positioning, messaging, segmentation, launches, and enablement.
A track record owning go-to-market for a product line or portfolio and delivering on business metrics (adoption, revenue, retention).
Experience building, managing, and developing a high-performing team of managers and ICs.
Proven cross-functional leadership — you get Product, Sales, CS, and Marketing rowing toward shared GTM objectives and sales targets.
Strong analytical instincts — you size segments, read funnels, run experiments, and prove impact with data.
Excellent writing and storytelling — you turn a complex product into a story a busy operator immediately gets.
Comfort navigating complex, ambiguous, fast-growing environments where scope shifts across quarters.
B2B and/or B2C marketing experience.

Nice To Haves

Restaurant tech, fintech or embedded payments, POS, or marketplace experience.
Have marketed to SMBs and operators as well as enterprise and multi-unit buyers.
Have owned pricing and packaging for a product line.
Have launched products in new markets or across multiple geographies.
Have partnered with vertical GMs to define and execute go-to-market.
Hold an MBA.

Responsibilities

Own the positioning and messaging framework for Otter's product suite — differentiated, grounded in operator pain, and consistent across markets, segments, and every stakeholder touchpoint.
Lead go-to-market for Otter as a line of business: strategic planning, launch strategy, sales enablement, and post-launch growth programs — owning the success metrics for each.
Set growth and retention targets and build quarterly marketing plans across the customer lifecycle, partnering with Growth and Lifecycle to drive activation, adoption, MAU, and upsell.
Build, manage, and develop a high-performing PMM team (managers and ICs) — set the vision, operating principles, and plans that set each marketer up to succeed.
Own pricing and packaging strategy in partnership with Product and Finance.
Embody the voice of the customer — run segmentation and user research, and translate needs into opportunities that shape product strategy and the roadmap.
Build sales enablement reps win with — pitch decks, one-pagers, battlecards, demo narratives, and objection handling — and drive sales knowledge transfer across the org.
Own competitive intelligence for restaurant tech and turn it into positioning and enablement that wins deals.
Develop buyer and user personas across segments — from independent operators to enterprise and multi-unit — and tailor messaging for each.
Partner cross-functionally with Product, Sales, CS, and broader Marketing to hit shared go-to-market objectives and sales targets.
Establish the measurement that gives leadership confidence in GTM decisions — funnel, adoption, and revenue impact — and read results honestly.