Vice President Rotation Instrumentation Jobs in New York

Marketing Vp

Mission

Every consumer on earth purchases in one of three places: online, big-box retail, or mom-and-pop shops. Paradoxically, the largest commercial channel is, by far, humble traditional trade shops. Yet they remain fragmented, offline, and opaque.

Native is the first intelligence-grade system built to penetrate this opacity. Each analog store is digitized into a dynamic graph where noise is filtered into low latency signals, transforming the antiquated offline world into advanced digital intelligence. Commercial leaders gain the precision to see what others cannot, store by store, rendering decisive decision advantage to win the market.

Join the ground floor of the only platform engineered to decode the analog economy into operational dominance.

Talent Values

• High Leverage: Consistent ability to attain the productive capacity of 5-10 people through grit, raw talent, and sheer force of will.

• High Agency: Relentless sense of ownership in the outcome, regardless of circumstance, acting decisively to shape the environment rather than being shaped by it.

• Curiosity With Discipline: An evidence seeking, measurement mindset without succumbing to analysis paralysis, and a penchant for experimentation.

• Intellectual Honesty: Certain enough to act, humble enough to always be learning

Role

Marketing at Native is responsible for how the company is understood, desired, and chosen. Success is not measured by activity, aesthetic output, or campaign volume. It is measured by category authority, executive demand, sales conversion, and the strength of Native's position as the operating system for offline trade.

This is a market-making seat, but not a blank-canvas mandate. Native has a clear category ambition, product architecture, and company voice. The VP Marketing will work closely with the CEO to sharpen that vision, operationalize it across every market-facing surface, and turn CEO-level direction into assets, campaigns, launches, communications, and market moments that move the company forward.

The standard is total surface-area control. Website, product narrative, executive storytelling, product marketing, video, events, demand generation, sales enablement, launches, enterprise proof, and external communications must operate as one system. Every asset must clarify why Native exists, why the category matters, and why the commercial leader should act now.

The work is hands-on. The VP Marketing must personally shape the narrative, write and edit core materials, direct the work, interrogate the data, pressure-test the creative, and raise the standard in real time. Agencies, vendors, and team members may extend the system, but they cannot be the system. Native needs a builder with exceptional taste and judgment, not a coordinator of external output.

Ownership means closing the gap between intent and effect. If the narrative is weak, rewrite it. If the launch plan is soft, rebuild it. If the sales asset does not move the conversation, fix it. If an external partner misses the standard, redirect the work or take it over. If the market needs conviction, convene the room. If the campaign cannot be measured, instrument it. Constraints are expected. Ambiguity is expected. Creating the conditions for success is the job.

Product marketing, communications, events, demand generation, and sales enablement are not separate activity streams. They are instruments of market formation. The VP Marketing must translate Native's product architecture into narrative, proof, executive visibility, commercial materials, high-velocity video, and market moments that make the company feel singular before the buyer enters a sales process.

The right person combines taste with instrumentation. The brand must feel expensive, exacting, and inevitable. The operating system behind it must show what is working, what is not, and where marketing is creating commercial leverage.

Performance is assessed on one axis: the velocity, precision, and force with which marketing turns Native's category position into measurable demand, executive credibility, revenue acceleration, and durable market authority.

Core Responsibilities

• Build the Market System: Convert Native's category position, CEO direction, and product architecture into a disciplined marketing system. The work must connect strategy to narrative, narrative to market presence, market presence to demand, and demand to revenue acceleration. The VP Marketing must enforce Native's voice system so every output strengthens the operating category for offline trade rather than drifting into old-category language.

• Control the Brand Surface: Own the quality, coherence, and force of every market-facing surface: website, product narrative, executive storytelling, launches, video, commercial materials, communications, events, enterprise proof, and talent-facing language. Nothing should feel accidental. Every asset should clarify why Native exists, why the category matters, and why the commercial leader should act.

• Make the Product Legible: Turn Native's product layers into proof of the company's promise. Product marketing must move beyond feature explanation and show how the platform makes offline trade readable, actionable, and measurable. The output should strengthen launch discipline, sales conversations, executive understanding, market conviction, and the premium perception required to support pricing confidence.

• Drive Full Funnel Growth: Build ABM motions that shape priority environments across the full commercial path. Marketing must create visibility before the first meeting, strengthen credibility during active opportunities, accelerate progression, and continue creating the conditions for expansion, referral, and deeper access after adoption. The work must be tightly connected to Sales, using buyer reaction, objections, stalled opportunities, and winning moments to sharpen the narrative and improve conversion.

• Shape the External Environment: Use communications, executive visibility, industry presence, geographic market entry, and convening power to make Native feel like the company defining offline trade. Events are part of this system: not logistics or sponsorships, but targeted market formation in the rooms and markets that matter. The same system should strengthen Native's ability to recruit high-agency operators who want to build the category.

• Build the Proof Architecture: Create the evidence system that makes Native's claims credible before, during, and after the sales process. This includes deployment evidence, executive references, product demonstrations, market examples, commercial outcomes, and launch moments that compound the category rather than disappearing as isolated announcements.

• Instrument Performance: Build the measurement system and operating machinery for marketing. Know what is working, what is not, where demand is forming, where conversion is improving, and where marketing is creating commercial leverage. The function must be creative, but never unmeasured.

Requirements

• Category Builder: Demonstrated ability to shape, sharpen, and enforce market position for a company creating or redefining a category. Must understand Native's core doctrine: do not compete, create. The job is not to position Native as a better version of an existing category, but to make the operating system for offline trade legible, credible, and commercially inevitable. Narrative, product, proof, communications, and market presence must compound into authority.

• Exceptional Taste and Judgment: A high standard for language, design, storytelling, video, events, and executive-facing materials. Able to see when work is almost right but not yet good enough, and raise the standard without slowing the company down.

• Hands-On Operating Range: Able to personally write, edit, direct, pressure-test, measure, and improve the work. Experience managing teams, agencies, and vendors is useful, but not sufficient. Native needs a builder, not a coordinator.

• Product-to-Market Translation: Able to turn product architecture into commercial narrative, launch discipline, sales materials, executive understanding, and market conviction. Product marketing matters, but only as part of a broader system that makes Native's category, platform, and proof legible to the market.

• Enterprise Growth Fluency: Experience building marketing motions for complex enterprise sales, including ABM, executive demand, sales acceleration, proof development, expansion, and referral. Must understand how marketing shapes the full commercial path, not just top-of-funnel activity.

• Communications and Convening Power: Ability to translate strategy into external presence: executive visibility, media language, industry authority, market entry, and high-value rooms. Must know how to create the conditions that make a company feel important before the first sales meeting.

• Measurement Discipline: Evidence-seeking and commercially rigorous. Able to build the operating machinery for marketing performance, including demand formation, conversion quality, sales velocity, content effectiveness, event follow-through, and revenue impact.

Company

Headquartered in New York City, Native is a high-growth, venture-backed company