Senior Product Marketing Manager

Read AI, Inc.•Seattle, WA

7d•$140,000 - $170,000

About The Position

Read AI is redefining how teams collaborate by bringing intelligence to every conversation. Our platform supercharges productivity across meetings, messages, and email, so work gets done faster, smarter, and with better focus. We integrate seamlessly with tools like Zoom, Microsoft Teams, Google Meet, Slack, and more, helping teams stay aligned and move forward, whether they’re in the same room or across time zones. Backed by $82 million in funding from Smash Capital, Madrona, and Goodwater Capital, Read AI is growing. This role, Senior Product Marketing Manager, closes the gap in our market story. This is a senior, hands-on individual contributor role where you will do the research, write the messaging, build the launch plan, make the materials, enable the field, and measure what happened.

Requirements

6+ years in product marketing in SaaS, AI, productivity, or another fast-moving category, spanning both PLG/self-serve and enterprise motions.
A record of positioning complex or emerging products, building customer-backed use cases, and owning launches from strategy through adoption measurement.
Exceptional writing and narrative development; able to understand technical products deeply and translate them into credible outcomes.
Comfort challenging founders and executives, and operating without a large marketing org or agency support.
A portfolio of real work — messaging, launches, websites, enablement — not only frameworks.
Applicants must be authorized to work for ANY employer in the U.S. We are unable to sponsor or take over sponsorship of an employment Visa at this time.

Nice To Haves

Category creation is a plus.

Responsibilities

Define and maintain Read AI's positioning and messaging architecture, keeping the durable company narrative separate from feature and campaign messaging.
Make Read understandable in seconds without reducing it to "another AI notetaker" — extending the story from meetings toward outcomes, workplace intelligence, and action after the conversation.
Differentiate by audience: individual users, teams, business leaders, IT, enterprise buyers.
Keep website, campaign, lifecycle, comms, Sales, and CS language reinforcing the same story.
Sort capabilities into demonstrated customer value, promising hypotheses, and attention-getters — and use each deliberately. Validate claims with Product and Data before building the narrative on them.
Prioritize audiences based on product behavior, research, and revenue potential. Build jobs to be done, buying triggers, objections, and proof requirements.
Frame use cases around whole customer problems, not isolated features. Turn Sales and CS field learning into repeatable positioning.
Build a lightweight, tiered launch framework that fits our release velocity: big bets get coordinated support, small releases don't get process.
Own launches end to end — positioning, proof, web copy, enablement, education — with Brand & Creative on demo and video, Lifecycle on post-launch discovery, and Comms on company narrative.
Measure by discovery, activation, adoption, retention, and sales use. Not publication.
Own content strategy and product narrative for the marketing site, and keep it reflecting the product we ship today rather than a past version of the company.
Partner with Growth so the promise holds from ad to landing page to product. Use research, behavioral data, and testing to improve comprehension and action.
Give Sales a repeatable answer to: what is it, who is it for, why does it matter, why Read, why now — through pitch narratives, demos, objection handling, battlecards, and customer proof. Build for both motions, self-serve through enterprise.
Run an ongoing voice-of-customer program and maintain a current competitive view across meeting tools, native platform features, AI assistants, and workplace intelligence — focused on implications and recommended action, not feature checklists.