Customer Growth Marketing Manager - North America

• 4+ years in B2B SaaS marketing, ideally in customer, lifecycle, or account-based marketing. • Customer-first instinct — you enjoy talking to customers and you're genuinely curious about what drives them. • Comfort with numbers — you can read usage, renewal, and pipeline data, find the story in it, and decide what to do. • Program builder — you've designed and run multi-touch programs end to end, from idea to results. • Commercial partnering — you've worked inside or alongside sales and CS teams, joined customer conversations, and earned their trust. • Matrix experience — you can deliver to a commercial leader while holding one marketing standard. • Clear communicator — excellent written and spoken English. • Tool fluency — confident with HubSpot (preferred) and a CRM such as Dynamics 365 or Salesforce; comfortable using AI tools every day. • Self-starter — comfortable owning a region and working across time zones with the central team.

Time for Life: We offer employees 25 days of PTO plus 11 federal holidays, and we provide 6 months of paid leave for primary caregivers and 4 months for secondary caregivers. 401(k) that stands out: We match up to 6% from day one. Your future, growing faster. Health cover that starts day 1: We pay 70% of medical, dental, and vision premiums for you and your family, with two plans plus HSA. We provide 6 months of paid leave for primary caregivers and 4 months for secondary caregivers. Learning: 10% of your working time dedicated to development. Built in, not squeezed in. Peace of mind: Company-paid life insurance (2× salary), disability cover, and AD&D. Wellbeing perks: Free Headspace family plan, fitness membership (gyms, yoga, apps), and a 24/7 support line with counselling.

About Zensai Zensai is the Human Success company. Our agentic AI platform coaches employees and managers through learning, performance, and engagement, natively inside Microsoft 365. More than 2,000 organizations use Zensai to make development part of how work happens, rather than a separate HR destination. We believe the more AI we have, the more human we need to be. This role is where that belief meets our customers. Why this role exists Our biggest growth opportunity sits with the customers we already have. Over the next few years we plan to grow 3.6x from our existing customer base — and that growth depends on customers who stay, adopt more, and move up our editions. You are Marketing's person in North America for that customer base. You know our customers in the region better than anyone in Marketing: who they are, what they're trying to achieve, where they're thriving, and where they're at risk. You turn that understanding into programs that keep customers engaged, grow accounts, and surface the stories that help us win more. This is a marketing role that shows up with Sales. Under our go-to-market model, each region runs as a cross-functional pod — AEs, AMs, CSMs, solution and GTM engineers, and marketing — aligned around the customer. You're a member of the North America pod: in customer meetings, in sales meetings, and in the room when regional priorities are set. You know the region's objectives as well as the people carrying the number. This is a generalist customer marketing role with a commercial number attached. You'll work hand in hand with Customer Success and Account Managers in the region, alongside our Lifecycle Marketing Manager and the central marketing team. Where you sit Solid line - Marketing — priorities, standards, brand and messaging, performance review, career development Dotted line - RVP Sales, North America — regional revenue priorities, target accounts, program focus Closest partners - Customer Success Managers and Account Managers in North America · Lifecycle Marketing Manager · Product Marketing · Brand & Content · GTM Engineering Counterpart - Customer Growth Marketing Manager, EMEA — one shared playbook, two regions Regional pod - AEs, AMs, CSMs, SE/GTM Engineer, BDR, Channel in North America Cadence you join - Weekly working session with the RVP · weekly pipeline review and forecast call · weekly account and renewal review with CS and AMs · customer and sales meetings · monthly regional business review · quarterly planning with central marketing Where regional and central priorities conflict, Marketing leadership and the RVP resolve it together. You flag early rather than absorb the trade-off. What you own • The regional customer strategy — the North America customer marketing plan, set with the RVP and regional commercial leadership. • Expansion pipeline and ARR influenced by your programs in North America. • Retention contribution — at-risk accounts reached and re-engaged before renewal. • Customer stories — a steady supply of case studies, references, reviews, and speakers from the region. • Program performance — what worked, what didn't, and what we do next, reported monthly. What you'll do Set the regional strategy • Own the plan: set the North America customer marketing strategy in partnership with the RVP, regional sales, and commercial leadership — which customers, which industries, which programs, and what each should deliver. • Tie it to the number: build the plan from the region's revenue, renewal, and expansion objectives, and revisit it every quarter. • Report back: bring program-sourced pipeline, expansion ARR influenced, and retention results into each regional business review. Show up with Sales • In the meetings: join customer meetings, account planning, pipeline reviews, and forecast calls — so programs are built against live regional priorities, not a central calendar. • Run the matrix cadence: hold a standing weekly working session with the RVP to agree priorities, target accounts, and success measures. • Be the connector: share engagement and risk signals with AEs, AMs, and CSMs so they know where to act first, and make sure handoffs between marketing and the commercial team are tight. Know the customer base, deeply • Build the regional picture: segment customers by industry, edition, size, adoption, and renewal date — and know which accounts are ready to grow and which are drifting. • Understand motivations: what CHROs, HR and L&D leaders, and IT leaders in our customer base care about, and what makes them stay. • Bring the customer into the room: share what you learn with Product Marketing, Brand, and Sales so it shapes positioning, content, and roadmap conversations. Turn signals into programs • Risk signals: working with the Lifecycle Marketing Manager and CS, design programs that respond to falling usage, champion changes, low engagement, or upcoming renewals — before they become churn. • Growth signals: spot accounts showing expansion intent and build plays with AMs to act on them. • Test and refine: agree what each program should move, measure it, and keep what works. Run industry programs • Vertical-first: design industry-specific programs for our key sectors in North America — such as financial services, legal, manufacturing, healthcare, professional services, and retail. • Relevant content: work with Brand & Content to build stories, guides, and proof that speak to each industry's real challenges. Grow accounts • Expansion programs: partner with AMs to run edition moves (Grow → Scale → Transform), cross-sell, and adoption programs such as Copilot readiness. • Account plays: run targeted programs for high-potential customer accounts, with account lists agreed with the RVP and AMs. • Equip the team: design offers, plays, templates, and talk tracks that AEs, AMs, and CSMs can take straight to customers — with consistent messaging across the portfolio and regions, and clear follow