Head of Marketing

Nabla's next stage of growth requires a stronger product marketing engine at the center of our marketing strategy: sharper positioning, clearer choices across segments and channels, and a go-to-market (GTM) organization equipped to win increasingly complex deals. Our GTM spans several segments, buyer types, and routes to market, including direct sales and a growing partner and reseller ecosystem.

The Head of Marketing will lead a team of 6-8 people spanning product marketing, growth content, design, and marketing ops. Brand, communications, PR, and events sit with the COO, which keeps your time focused on positioning, launches, competitive strategy, and pipeline.

Product Marketing

• Shape Nabla’s go-to-market strategy across segments, buyer types, and routes to market, identifying where to focus, how to differentiate, and how the narrative evolves as the market changes.
• Own Nabla’s positioning and messaging architecture, ensuring Sales, CS, Product, and partners all use the same words.
• Build the segment-level narrative across buyer types, from clinical leadership to operations and finance, adapting it for each route to market, including partners and resellers.
• Own launch strategy and execution for new products and modules: readiness, narrative, pricing story, enablement, and adoption.
• Build the competitive intelligence function: battlecards, win/loss discipline, and a clear view of how Nabla wins against incumbents.
• Own sales and partner enablement content, making it practical and accessible for the team, including pitch, objection handling, ROI, and outcomes proof.

Growth

• Own the demand strategy in coordination with the COO and growth lead.
• Manage the growth lead who executes it: paid, SEO and web, lifecycle, and account-based programs. You are not expected to manage campaign execution.
• Own marketing’s pipeline number and how it is reviewed.

Content

• Point the content team toward pipeline and credibility rather than volume.
• Prioritize proof over promotion: clinical evidence, outcomes data, customer stories, and materials that survive procurement and committee review.
• Own a single, clear content roadmap and the trade-offs behind it.

Marketing Ops

• Coach and guide the marketing ops manager, ensuring strong alignment and communication between Marketing and the broader company.
• Oversee the marketing stack, data, processes, and reporting.
• Ensure a clear, measurable view of marketing’s contribution to pipeline and revenue.

Resourcing

• Diagnose where product marketing and growth are under-resourced and turn that into a clear, prioritized hiring and structure recommendation.
• Distinguish what needs a hire, what needs an agency or contractor, and what needs better process before adding more headcount.