Director, Product Marketing, Core Products

- Build direct, durable relationships with engineering leaders and individual engineers across Temporal, including technical areas that do not have dedicated Product Management coverage. - Maintain a clear view of the Product and Engineering roadmap. Assess each capability against customer need, market opportunity, competitive context, and GTM importance. Decide what requires research, positioning, technical proof, adoption guidance, a launch, or no external announcement. - Create and run Temporal's monthly edition and special edition launch process, including launch tiering, calendar, audience, narrative, proof, asset requirements, decision points, and cross-functional ownership. - Own product and portfolio positioning across Temporal's open-source technology, Cloud offering, core primitives, SDKs, pre-deployment and production features, and AI capabilities. - Explain the customer value of work on reliability, scalability, performance, availability, security, capacity, migration, and developer tooling without overstating or simplifying the claims. - Write and edit the positioning and messaging for the company's most important products and launches. Set the quality bar for product narratives across the team. - Own customer interviews as part of Product Marketing's rotating case-study program and set the quality bar for the team. Capture the customer's problem, decision, implementation, and results. Use that evidence in launches, adoption programs, and recommendations to Product and Engineering. - Hire, develop, and set priorities for the Product Marketing Engineers. Give them the access and authority to investigate important technical questions and turn their findings into proof, launch and adoption guidance, and specific product feedback. - Own Temporal's technology ecosystem strategy. Decide which partner categories and integrations matter, set the portfolio narrative, and coordinate joint launches with Product, Engineering, Business Development, the Product Marketing Engineers, and the Solutions and GTM Director. - Meet customers regularly at least 3 to 4 customers per month. - Regularly supporting strategic sales deals and collaborating with key sales stakeholders. - Make clear tradeoffs. Decide which launches need a full company motion, which need focused technical communication, and which do not need a launch at all.

ROLE SUMMARY Some of Temporal's most important product work begins inside Engineering. It may span the server, Cloud infrastructure, security, capacity, core primitives, SDKs, developer tooling, and AI without arriving as a finished market-facing roadmap. We need a senior product marketing leader who can earn Engineering's trust, understand what is coming, and decide which capabilities require positioning, technical proof, a launch, or a focused adoption plan. Working directly with the VP of Product Marketing, you will own product-facing Product Marketing across Cloud and platform architecture, Core and SDKs, developer experience, and AI. You will manage a Principal-level Product Marketing Engineer and a Staff Product Marketing Engineer. You will also work closely with Product, Engineering, Developer Relations, Documentation, Sales, Solutions Architecture, and the Solutions and GTM Director. This is a working leader role. You will personally lead the most important product and portfolio narratives, launch decisions, and adoption programs with the VP. You will set priorities across the portfolio and bring Product Marketing into roadmap discussions early enough to affect the outcome. As the product and market change, you will adjust the team's priorities without losing ownership of the work already underway. WHAT YOU WILL DO - Build direct, durable relationships with engineering leaders and individual engineers across Temporal, including technical areas that do not have dedicated Product Management coverage. - Maintain a clear view of the Product and Engineering roadmap. Assess each capability against customer need, market opportunity, competitive context, and GTM importance. Decide what requires research, positioning, technical proof, adoption guidance, a launch, or no external announcement. - Create and run Temporal's monthly edition and special edition launch process, including launch tiering, calendar, audience, narrative, proof, asset requirements, decision points, and cross-functional ownership. - Own product and portfolio positioning across Temporal's open-source technology, Cloud offering, core primitives, SDKs, pre-deployment and production features, and AI capabilities. - Explain the customer value of work on reliability, scalability, performance, availability, security, capacity, migration, and developer tooling without overstating or simplifying the claims. - Write and edit the positioning and messaging for the company's most important products and launches. Set the quality bar for product narratives across the team. - Own customer interviews as part of Product Marketing's rotating case-study program and set the quality bar for the team. Capture the customer's problem, decision, implementation, and results. Use that evidence in launches, adoption programs, and recommendations to Product and Engineering. - Hire, develop, and set priorities for the Product Marketing Engineers. Give them the access and authority to investigate important technical questions and turn their findings into proof, launch and adoption guidance, and specific product feedback. - Own Temporal's technology ecosystem strategy. Decide which partner categories and integrations matter, set the portfolio narrative, and coordinate joint launches with Product, Engineering, Business Development, the Product Marketing Engineers, and the Solutions and GTM Director. - Meet customers regularly at least 3 to 4 customers per month. - Regularly supporting strategic sales deals and collaborating with key sales stakeholders. - Make clear tradeoffs. Decide which launches need a full company motion, which need focused technical communication, and which do not need a launch at all. WHAT YOU WILL BRING - Significant product marketing experience with developer tools, cloud infrastructure, open-source software, distributed systems, data infrastructure, or another deeply technical product. - Experience leading and developing senior individual contributors while remaining hands-on with strategy, writing, and execution. - A record of building trusted relationships with Engineering and turning technical work without a clear market plan into positioning, launch decisions, and adoption programs. - Enough technical fluency to discuss APIs, SDKs, distributed systems, reliability, performance, security, and cloud architecture with senior engineers. - Excellent positioning and writing skills. You can explain a technical capability accurately to developers and make its business value clear to architects and executives. - Sound judgment about priorities. You can distinguish a major market moment from a feature announcement and focus the organization accordingly. - Has experience working with a large global sales organization and producing high quality assets. Experienced with Command of Message. - The judgment and presence to work as a peer with senior Product and Engineering leaders, make decisions within your charter, and lead large cross-functional discussions. - Comfort working in a growing company where the roadmap, market, and organizational boundaries continue to evolve. NICE TO HAVE - Prior experience as a product manager, engineer, solutions architect, or other technical practitioner. - Experience with workflow orchestration, event-driven systems, microservices, cloud platforms, or AI infrastructure. - Experience creating launch and product marketing systems in an organization that is still scaling. WHAT SUCCESS LOOKS LIKE AFTER ONE YEAR - Priority products and capabilities meet agreed adoption targets among eligible users, measured against a pre-launch baseline and 30-, 60-, and 90-day goals. - Launches and adoption programs supported by the team increase qualified signups and conversion from signup to a defined first-value event. - Every high-priority roadmap area, including Engineering-led work without dedicated Product Management coverage, has a clear customer case