Marketing Director, Change Management Communications

Job Details

Responsible for driving strategic vision and creating a culture of high performance by setting the vision and operating model for their function, translating business goals into a prioritized, resourced portfolio—and enabling expert teams to deliver consistent, compliant, and measurable value. Confident and capable in bringing together information, insights, creativity, performance data, and operational guardrails, they shape the strategic frameworks that guide campaigns, programs, and decision-making. Serves as the guardian of integrated marketing excellence, shaping standards, anticipating risk, connecting dots across workstreams, establishing best practices, and fostering a collaborative environment where teams feel empowered to do their best work.

Job Description

Summary
Responsible for driving strategic vision and creating a culture of high performance by setting the vision and operating model for their function, translating business goals into a prioritized, resourced portfolio—and enabling expert teams to deliver consistent, compliant, and measurable value. Confident and capable in bringing together information, insights, creativity, performance data, and operational guardrails, they shape the strategic frameworks that guide campaigns, programs, and decision-making. Serves as the guardian of integrated marketing excellence, shaping standards, anticipating risk, connecting dots across workstreams, establishing best practices, and fostering a collaborative environment where teams feel empowered to do their best work.

Job Duties

• GROUP-LEVEL STRATEGY AND PRIORITIZATION: helps to shape the strategic direction of a marketing and communications area by translating priorities into programming; provides thought leadership across program categories, product lines, or business units, ensuring marketing choices reflect business strategy and expectations; builds the annual and quarterly planning frameworks, articulates a clear POV on strategic direction and identifies the biggest opportunities and risks for the portfolio; ensures teams and partners understand why certain strategic decisions are being made and creates alignment around the narrative and rationale.
• MARKETING PORTFOLIO AND DECISION-MAKING: designs the strategic blueprint for a portfolio of businesses and programs at a team-level, defining how initiatives fit together across audiences, channels, and/or business needs; contributes to project budgets, suggests tools, and offers input to staffing levels; ensures teams understand rationale; helps to create workstreams to avoid duplication and encourage shared assets, shared insights, and unified effort.
• CROSS-DEPARTMENT ALIGNMENT: leads alignment with colleagues and leaders across the department and enterprise to ensure all stakeholders share the same goals, timelines, and expectations; contributes to setting cross-functional decision frameworks, facilitates stakeholder meetings, and manages escalations that impact major programs, campaigns or initiatives; drives clarity in complex environments by suggesting decision rights and embedding cross-team rhythms that keep programs advancing.
• GOVERNANCE AND RISK MANAGEMENT: follows and at times sets governance standards for a portfolio of work (e.g., brand compliance, content risk review, legal/privacy requirements, accessibility guidelines); anticipates and mitigates risks related to messaging, timing, market sensitivity, or executional quality, among others; follows escalation paths for high-visibility programs, campaigns, ensures crisis readiness and alignment with corporate communications and legal teams.
• STRUCTURE AND CAPABILITY: ensures leadership has the information and line of sight to contribute to and endorse direction; owns risks, trade-offs, and investment discussions; advocates for necessary resources and protect teams from unnecessary noise and distraction; accelerate progress by eliminating blockers and creating clarity; ensures teams have clear decision rights and efficient cross-functional handoffs; seeks and/or provides necessary training for workgroup staff within their respective teams, or if necessary across the department.
• EXPERIENCE LEADERSHIP: defines the experience strategy for priority audiences within a portfolio, including messaging pillars, experience guidelines, and quality standards across touchpoints; ensures consistency in narrative, tone, and visual identity across all programs; partners with channel leaders and creative leadership to ensure programs reinforce the brand’s promise and deliver accessible, inclusive, high-quality experiences to customers, employees, or external stakeholders.
• PERFORMANCE AND INSIGHTS LEADERSHIP: makes deep contributions to the performance strategy for projects and initiatives, defining KPI frameworks, measurement plans, attribution models,