E-commerce & Marketplace Marketing Manager Career Guide UK

An e-commerce or marketplace marketing manager owns the online sales floor of a business. That’s the website where customers buy from the brand directly — what it shows, how it converts, what it says to each shopper — and, for a growing number of roles, the third-party marketplaces where the brand’s products are sold alongside competitors’: the listings, the search placement, the advertising and the promotional activity on other people’s platforms. The job sits closer to the money than any other marketing seat. Traffic that doesn’t convert, a product page that underperforms, a marketplace promotion that moves units but not margin — those are yours to find, fix and put a number against.

The title appears in several flavours: e-commerce marketing manager, marketplace marketing manager, e-commerce manager, online trading/merchandise-adjacent marketing manager, and in retail and hospitality the digital or delivery marketing titles that carry the same commercial remit. Most describe the same underlying seat — someone who makes the online channels commercially work — but the mix shifts between a DTC brand that sells only through its own store, a retailer with hundreds of branches pushing customers online, and a consumer brand that treats Amazon or a delivery aggregator as a channel with its own P&L. This guide covers what the role typically involves at manager level in UK practice, how the job changes with the employer, what candidates can bring in from adjacent backgrounds, and where the career goes next.

What an e-commerce or marketplace marketing manager is

At its core, the role answers one question: how do we turn the online channels into profitable sales, and how do we make them work harder? For the own storefront that means conversion, merchandising and product experience as much as campaigns; for marketplaces it means operating a channel you don’t control — the platform sets the rules, the fees and the search ranking — while still owning the commercial outcome.

Two things define the seat, and they explain most of what the day feels like.

The first is commercial ownership of a channel or a site. You’re not producing activity for activity’s sake; you’re expected to tie what you change to what it produced. Revenue, conversion rate, average order value, cost per acquisition, margin — the vocabulary of the trading function. UK job adverts in this lane routinely ask for candidates who “think in margin, ROAS and revenue, not just clicks”, and a growing number ask for direct accountability for an online revenue target.

The second is working across functions you don’t manage. The site that needs improving is built by developers or a web agency you brief. The products are supplied by buying, supply chain or marketplace fulfilment teams. The stock levels that make or break a promotion come from operations. Much of the job is turning your commercial insight into work that other teams — people you influence rather than order — actually ship.

Scope depends heavily on company size and model

In a smaller DTC brand, the role can be the entire online growth function: you run the paid campaigns, own the email platform, drive the conversion improvements, and answer directly to the founders. In a mid-size retail or trade business, the seat is usually one commercial lane — the site’s performance and its campaigns — with a small team or a web agency underneath, and a marketing director above. In a large organisation, “e-commerce marketing manager” may mean owning the online performance of one brand, one category or one set of marketplace partners, with specialists in CRO, content and paid media working alongside. Two things are worth checking before you apply to any of them: which channels the role actually owns, and whose money it answers for.

What the work actually looks like

Here are the main workstreams you’ll find in UK posts, with a sense of what each involves in practice.

Storefront conversion and the testing programme

The own website is the product, and improving how it converts is often the largest single part of the job. In practice that means reading the funnel daily — traffic, click-through, add-to-basket, checkout completion — then working a pipeline of fixes: a product page that explains the value poorly, a checkout step that loses people, a collection page organised around the sitemap rather than what customers actually search for. You’ll write the specs that a developer or agency can build from, prioritise the backlog, test what ships, and run A/B experiments against landing pages, offers and product presentation. The discipline that separates a strong candidate from a coordinator is running the test to a conclusion — deciding what counts as a win first, reading the result honestly, and changing the site because of it.

Merchandising, promotions and the campaign calendar

Marketing that doesn’t land on a well-merchandised site is wasted. So the role overlaps with the trading function: deciding what the homepage and collection pages lead with, building the promotional calendar around trading peaks (the season’s big push, a product launch, a clear-stock window), setting the offers and bundles, and checking after the fact whether the promotion grew revenue or merely moved margin. In a retail or delivery-heavy business this also means making sure new products and seasonal ranges land on the site and the marketplace platforms with correct content, pricing and availability from day one — the launch checklist you own and chase.

Product content and on-site experience

For high-value or considered purchases — homewares, trade goods, outdoor gear — the information a shopper sees before buying is a conversion lever in its own right. Expect to review product descriptions and imagery for quality, brief content partners, keep the product data clean, and hold the standard for how a product looks and reads across the site. Several UK posts name product and catalogue data as a direct responsibility, and at retailer scale the accuracy of thousands of listings is a standing engineering problem you’re accountable for.

Paid acquisition, held to account

A meaningful share of the budget in these seats is paid: Google (search, Shopping, Performance Max) and Meta, managed hands-on in smaller businesses and through an agency or specialist partner in larger ones. The expectation isn’t necessarily that you sit inside the ad accounts all day — it’s that you can open the account, read the report, challenge the account structure and the bidding, and judge the output not on platform metrics but on what the spend did to store revenue. Campaign optimisation work — restructure, retargeting, creative pipeline, testing — appears as a named responsibility in a large share of UK posts.

Marketplace and third-party channel management

For brands that sell on platforms — Amazon and eBay at the classic end, delivery aggregators like Deliveroo, Uber Eats and Just Eat in food and hospitality — the role gains a whole second operating environment. There you manage a channel with someone else’s rules: listing and content optimisation, the platform’s own advertising and search, promotions aligned to the platform’s calendar, account health, and the pricing and feed integrity that keeps the channel running. The commercial test is the same — revenue and margin against target — but you’re running it inside constraints (fees, fulfilment, platform policy) you don’t set, and a good marketplace marketer can explain the channel’s economics as clearly as the brand’s own margin.

Email and retention on the owned channels

Most UK posts in this lane also expect you to own or work closely with the brand’s direct channels: the email and SMS flows, the abandoned-cart and post-purchase journeys, the campaigns that turn a first order into a repeat one. You may run the platform yourself (Klaviyo is the common name in DTC, Salesforce Marketing Cloud in larger, more established businesses) or hand the build to a specialist and hold the strategy. Either way, the requirement is the same: segmentation, journeys, and a number for what the programme is worth.

Organic visibility, including the newer AI-driven surfaces

On the brand’s own store, the SEO work serves the commerce: product and collection pages that rank, on-site structure and internal linking, search console hygiene, and content that answers what buyers ask before they buy. A growing number of UK posts now add a forward-looking line — visibility in AI-driven search and shopping: making the brand and its products findable and quotable when recommendations come from AI assistants and agentic checkout rather than from a search results page. The discipline is new and still evolving, so the practical expectation is a working understanding and an appetite to experiment, not a finished playbook.

Measuring the whole thing

Whatever mix you landed in, the reporting loop is constant: a working dashboard of sales, traffic, conversion and spend; a weekly or monthly readout to senior people; and the standing ability to explain a number that moved — a conversion dip after a site change, a promotion that lifted revenue but not profit — in terms a non-marketing director can act on. The skill isn’t data science. It’s being literate enough to trust the numbers, and honest enough to report the true story rather than the flattering one.

A day and a week in the role

Days are shaped by what’s close to launch or trading, but a composite picture from a typical UK in-house role looks like this:

Morning: the overnight numbers — yesterday’s sales, conversion and paid performance — and an inbox that usually starts with a stakeholder question, an agency update or a product data fix waiting on someone.
Mid-morning: a stand-up with the team or the wider marketing function, or a working call with the web, paid media or marketplace agency reviewing what’s live and what’s next.
Midday: the meeting that drives the week — agreeing a promotion with trading, settling launch timing with the supply team, or reading a test result and deciding what ships next.
Afternoon: heads-down on the workstream the role exists for — writing a development spec, reviewing a product page, restructuring a campaign, or working through a marketplace listing problem — then the reporting slot: refreshing the dashboard and drafting the update.
Close: planning tomorrow, and a checklist check that nothing on this week’s launch has slipped.

On the weekly rhythm: agency check-ins, budget tracking, the test pipeline and the steady push of the next promotion into the calendar. On the monthly and quarterly rhythm: the leadership readout, the budget review, and the start of the next planning cycle — what’s scaling, what’s being cut, and what the next quarter is betting on. In trading businesses the season shapes everything: the weeks before a peak period are built around the site, the stock and the calendar rather than the desk, and that tempo is normal in this role, not an exception.

How the role differs from the roles next to it

The job market uses a crowd of similar titles around this seat, and the difference is often easier to see from the inside than from the outside.

Versus digital marketing manager

A digital marketing manager owns the broader online channel portfolio — paid, organic, social, email — and the strategy that connects them, judged on the whole programme. An e-commerce marketing manager’s centre of gravity is the shop itself: what the site shows, how it converts, and where the marketplaces land. One line to keep: a digital marketing manager attracts and manages customers across channels; this role makes the online storefront and marketplace channels commercially work. In many mid-size companies the two titles overlap heavily, so reconstruct the role from the advert — the channels named, the platform named, the reporting line — rather than the headline.

Versus shopper and retail marketing manager

A shopper and retail marketing manager owns the physical and retailer-side programmes — the shelf, the display, the in-store and the retailer’s own platforms. An e-commerce and marketplace marketing manager owns the online storefront and the marketplace channels, measured on those transactions. The digital shelf where the two meet is shared ground, but the centre of gravity is different: one is the shop, the other is the site and the third-party platform.

Versus growth marketing manager

A growth marketing manager runs experiment-driven loops across the whole funnel — acquisition, activation, retention — with product and engineering in the loop, usually inside product-led businesses. An e-commerce marketing manager’s conversion and A/B testing work is on-site by design: optimising the storefront and the marketplace channels, rather than owning the cross-funnel system.

Versus CRM or lifecycle marketing manager

A CRM or lifecycle marketing manager runs the owned-journey programmes to the existing customer base — the emails, flows and retention engine. An e-commerce marketing manager owns the on-site experience they land on, and the acquisition and conversion around it; in many DTC businesses one person holds both, and a JD in that shape is telling you the scope.

Versus performance marketing manager

A performance marketing manager goes deep on the paid channels themselves — bids, creative, account structure — and is judged on the return those channels produce. In an e-commerce marketing role, paid acquisition is one lever inside the online programme, judged on what it does to store revenue and margin rather than on the channel’s own metrics.

Versus SEO, product marketing and copy roles

A SEO manager owns the organic search programme itself; here, SEO is a tool in the storefront’s service, aimed at the product and collection pages that carry sales. A product marketing manager owns positioning and the launch story for a product; a copywriter or content marketer produces the words. Both feed this role, whose job is to make the site and the marketplaces convert what they say.

One practical warning that carries across all of these: the title in the advert is not a scope statement. An “e-commerce marketing manager” at a small brand may be the entire online function; the same title at a retailer may be one seat inside a global commerce organisation. Judge each post by the channels named, the platforms, the measurement it expects, and the reporting line.

How the job changes with the employer

The title travels across very different contexts, and the context changes the job more than the tools do.

DTC brands are the classic home for the marketing-heavy version of the role. You’re closer to the founders and the numbers, the scope is broad — paid, email, site, conversion — and the work is hands-on. In a young brand you may build the channels yourself and make the calls without much overhead; in an established one you may own the machine and manage the agencies that feed it. The trade-off on both ends: smaller companies build your range fast, larger ones build your depth fast.

Retail and multi-site businesses (a national parts retailer, a restaurant group, a family-run trade supplier) carry the same title for a different problem: driving online and third-party-channel sales alongside physical presence. The marketplace dimension gets heavier — delivery aggregators for a food business, extended-range and dropship models for a retailer — and the stakeholder map adds buying, operations and sometimes franchise partners. The mechanics are identical; the channel and the commercial calendar are different.

Brands that live on marketplaces — consumer goods, beauty, supplements, outdoor — run the role as a channel portfolio job: the own site plus the platform channels treated as a P&L each. Expect to manage the platform’s economics as much as its traffic, and to be accountable for the account itself, not just the campaigns on it.

Agencies running e-commerce client teams provide the route across: specialist firms handle paid media, CRO, lifecycle, SEO or marketplace management for a portfolio of client brands, on retainer or per programme. The work builds breadth fast — several brands, several stacks, several seasons at once — and the client-reporting habit transfers directly into an in-house seat. The instinct difference is the usual one: delivery for the client’s priorities at an agency, commercial ownership of one brand’s P&L in-house.

Company size shifts the balance. At a start-up or challenger brand the role is broad and hands-on, with decisions taken in the next meeting. At a large business it is usually one commercial lane with real depth: bigger budget, a team underneath, more platform tooling, and more internal process between your idea and its launch. Neither is better by default.

Skills and tools

Employers don’t expect the same toolkit from every candidate, and the advert will usually make clear which world it’s hiring into. The pattern across UK posts is a consistent core of commercial skills, plus tools that vary with the role.

The core skills — commonly required

Commercial acumen — tying activity to revenue, margin and average order value; understanding what a customer is worth, not just what a click costs.
Conversion thinking — reading a funnel, forming a hypothesis, running an experiment to a conclusion and changing the site because of it.
Data literacy — working in analytics, comfortable in spreadsheets and dashboards, able to question a number that doesn’t make sense rather than take it at face value.
Merchandising and content judgement — knowing what a product page needs to sell, and holding the standard for how the range looks and reads online.
Agency and partner management — briefing, reviewing and holding external partners — web, creative, paid media, marketplace specialists — to a brief, a deadline and a standard.
Stakeholder management — influencing trading, operations, product and senior people, usually without formal authority over them.
Written communication — briefs, specs and readouts; the plain-English version of a performance story.
Project discipline — running several workstreams to deadline without one quietly slipping.

The tools — commonly seen, but role-dependent

None of these are exam subjects — employers want working familiarity, not certificates. What’s common and what’s specialist differs by the size and sector of the employer, and no stack is universal:

Analytics and measurement: GA4, usually alongside Google Tag Manager and Search Console, is the near-universal baseline; BI tooling such as Looker or Looker Studio appears in larger, data-led employers.
Commerce platforms: Shopify is by far the most named platform in UK posts, with WooCommerce and the enterprise platforms appearing where the employer runs them.
Email and SMS: Klaviyo dominates in DTC and consumer brands; Salesforce Marketing Cloud and similar in larger established businesses.
Paid media: Google Ads (including Shopping and Performance Max) and Meta in the great majority of posts where paid acquisition is in scope.
CRO and experimentation: from in-platform A/B testing to dedicated experimentation tooling; a standing requirement in posts where conversion optimisation is the heart of the role.
Marketplace tooling, where the role is marketplace-heavy: the platform’s own advertising consoles and analytics, plus repricing, catalogue and marketplace intelligence tools. These are requirements of the specific post, not of the title generally.
Product data and PIM/catalogue systems sit underneath at retailer scale, and familiarity with them — rather than ownership — is what a marketing-side manager is typically expected to bring.
AI tools: a growing number of UK posts now ask for comfort using AI tools in the workflow — drafting, research, testing, even making small site changes with developer assistance. The bar is practical: describe concretely how you’d use one in your own work, and you’ll be ahead of most candidates.

The honest read of that list: the tools that matter to you are the ones inside the role you’re applying for. A post that names Klaviyo and a marketplace console is telling you a different job than one that names Shopify development specs and Google Search Console.

What employers actually ask for

Across UK posts the shape of the ask is consistent even where the sector isn’t.

Experience. The range in UK posts is wide and honest about it: smaller DTC and trade roles hire at two to three years where the candidate has owned work end to end, while senior seats — multi-brand, marketplace portfolios, roles that lead a team — commonly ask for five years or more, and Head-level posts push further. What consistently opens the door is not the year count but the shape of the story: a site you improved, a channel you scaled, an agency you managed, a promotion you evaluated and could explain — what it did and what it cost.

Degrees. A marketing, business, digital marketing or commerce-related degree is common in the background of candidates and appears in some posts — but a good share of UK posts specify nothing at all, and several explicitly hire on experience. The UK careers guidance is to the same effect: direct application is a recognised route where you can show the relevant skills. By manager level, delivered work outweighs qualification in most of the market.

The evidence that moves shortlisting tends to be specific and numbered: a conversion rate you improved and can attribute; a paid channel you scaled with the economics to prove it; a marketplace account you ran — listings, advertising, promotions, account health; a test you ran to a conclusion and a change you shipped because of it; and a commercial call where you moved budget away from what looked good toward what actually worked.

Qualifications and routes into the role

This is one of the more open marketing lanes in terms of formal entry — but the open routes have structure.

Degrees

A marketing, business, digital marketing or a related degree is the most common formal route and appears in a fair number of posts, but a good many roles in this lane are won on practical e-commerce and digital experience rather than the qualification. If you’re choosing a degree now, a placement year is the single most employability-relevant feature, and a focus on consumer behaviour or commerce signals intent to a hiring manager in this lane. A postgraduate route is a legitimate pivot for people who already hold a degree in another discipline.

Apprenticeships

The UK careers guidance names a genuine apprenticeship route into e-commerce: level 3 advanced apprenticeships as a standard starting point, and degree-level apprenticeships in digital marketing and retail leadership that combine paid on-the-job work with a higher-education programme over three to four years. It’s a legitimate path into this lane for people who’d rather build the commercial base in a real job than through a full-time degree.

Professional qualifications and certifications

No post in this lane is gated on a certificate, but the closest things the field has to recognised markers are vendor and platform credentials: Google’s free certifications (including GA4, which is the most respected of the set), Meta’s paid media programme, Klaviyo’s email and SMS credentials in the DTC world, and the SEO academies (Ahrefs, Semrush) where organic search is in scope. The Chartered Institute of Marketing’s ladder — from an entry-level certificate through a level 4 certificate aimed at early-career marketers to a level 6 diploma designed around management work, supporting Chartered Marketer status — remains the most recognised general marketing qualification in the UK. None of these is a substitute for a portfolio of results, but taken alongside one, they answer “how have you been developing yourself?” in interview.

The routes people actually take in

The e-commerce executive or specialist. Two to three years supporting site merchandising, campaigns, reporting and marketplace listings under a manager, then the first seat where you own outcomes rather than tasks. The most direct route, and the most common one.
The digital generalist with store ownership. A marketing executive or digital marketer whose briefs increasingly touched the site — the landing pages, the product pages, the checkout — taking the step into a role where the storefront is the whole game.
The retail and trading pivot. People from operations, buying, merchandising or trade move into e-commerce marketing because they already understand the commercial side — how the product is priced, stocked, ranged and why a promotion did or didn’t work — and the step up is the marketing and conversion side.
The SEO or content specialist broadening scope. Organic and content work already forces you to think about the product pages that carry sales; the widening into paid, email and conversion is a natural extension, and the discipline stays the same.
The agency route. A paid media, CRO or marketplace specialist in an agency running client e-commerce teams builds breadth fast across brands and seasons, and the client-reporting habit feeds directly into in-house manager roles.
The career changer. A real share of seats is filled by people arriving from adjacent careers — customer service, sales, data — whose experience with customers, numbers and stakeholders maps directly. Lead with the transferable core: the budget you handled, the relationship you managed, the piece of work you delivered end to end, and the result you can put a number on.

Where the career goes next

The standard ladder above the manager step is clear and well-trodden: senior e-commerce marketing manager → head of e-commerce (or head of digital marketing) → e-commerce director, with the CMO track open to the people who’ve tied the online business to company revenue, and wider commercial and digital leadership titles reachable from the top of the lane. The title names vary by employer — digital trading director, head of online, director of commerce — but the substance is scale: a bigger number to own, a bigger team underneath, and more of the senior table answering to your results.

What typically unlocks the next step up:

Owning an online revenue number end to end, with a defensible answer for how it was moved
Running the testing programme as a system: a pipeline of hypotheses, tests shipped continuously, conclusions reported honestly — including the ones that failed
Leading people or an agency to a standard, not just coordinating tasks
Speaking the trading language fluently: margin, average order value, repeat rate, unit economics — around commercial leaders
Building the year’s online plan, not just executing the campaign calendar

Off the main ladder, the lane opens several lateral doors that many people find more interesting than going straight up:

CRO and conversion leadership — for the candidate whose favourite part of the job was the test and the fix, a dedicated conversion or CRO lead role is a natural and focused next move.
CRM and lifecycle — the owned-journey side of the house, where a lot of the overlap already exists.
Growth marketing — a step into the experiment-driven, full-funnel world, with the caveat that growth owns acquisition as much as conversion.
Brand and digital marketing leadership — back out to the broader channel portfolio, where the online depth is a genuine advantage.
Commercial and category roles — trading, product and category leadership in retail organisations, where the P&L fluency built on-site is the asset.
Agency and consultancy — running or founding specialist e-commerce and marketplace practices, which a portfolio of delivered channel work supports directly.

The common thread going up: the less of the job in any single channel or page, and the more in where the next revenue comes from, what the numbers actually mean for the business, and getting the people around you to move.

Practical advice for candidates

A few things that separate strong applications in this lane from the rest:

Lead with a commercial result, not a channel list. “Ran paid, SEO and email” is activity. “Improved site conversion from X to Y over a quarter and held the ROAS line while doing it — here’s what I changed” is the piece of evidence this role is hired on. One well-told story beats a list of tools.

Show the evaluation half. The post-promotion readout is where the manager separates from the coordinator. Be ready to describe a promotion or a test that underperformed, what the data told you, and what you changed next. Interviewers will test whether you can tell the true story.

Know the difference between direct and marketplace economics. If the role touches third-party channels, you should be able to explain why a promotion on a platform might lift revenue but hurt margin — fees, fulfilment, price alignment with the own site. That conversation is the role.

Build the adjacent literacy on purpose. A paid-marketing background that can’t talk conversion, or a CRO background that can’t talk lifecycle, is increasingly squeezed in this lane. The strongest candidates are deep in one area and credible in the adjacent ones — and can say precisely which.

If you’re early in the career, evidence beats credentials. A campaign you ran personally — with a budget, a hypothesis, a result and a lesson — plus working GA4 knowledge carries more weight in this lane than almost any certificate, and it compounds: every role after this one starts from the same story.

Candidate questions, answered

Is “e-commerce marketing manager” the same job as “e-commerce manager”? In most companies, remarkably close — and in smaller businesses the same job. The subtle difference in how the titles are used: “e-commerce manager” more often leans to the trading and site-operations side (the catalogue, the platform, the day-to-day run of the store), while “e-commerce marketing manager” leans to the demand and conversion side (paid, lifecycle, CRO, campaigns). The overlap is large, and the advert is the only reliable place to see which side a particular post leans to, so read the responsibilities before the title.

Do I need to have run Amazon or another marketplace to get into this role? No — a large share of UK posts in this lane are own-storefront roles (a DTC brand, a retailer’s site) where marketplace experience is a bonus rather than a gate. Where the role is marketplace-heavy, the experience is usually essential, and that’s an honest signal in the advert: the platforms named, the account health and listing language, the P&L reference to a channel. If you’re coming from the own-site side and the post is marketplace-heavy, the fastest bridge is the transferable core — conversion, content quality, the platform’s advertising logic — plus a fast working pass over the marketplace mechanics.

How much experience do employers expect? The UK market spans a wide band: two to three years for smaller own-site roles where the candidate has owned work end to end, five or more for seats with real teams or multi-channel scope, and more still for Head-level posts. The pattern that opens doors is consistent in every band — a story of taking on responsibility and putting a number on the outcome — rather than the year count itself.

Do I need a degree to be competitive? It helps in the first couple of years and appears in a good share of posts, but it isn’t a gate in this lane. Employers routinely hire on demonstrable e-commerce or digital experience, and the direct-application route into the profession is well established. By the time you’re applying at manager level, the weight of the conversation has moved to what you’ve delivered.

What will interviewers actually test? A handful of questions cover most of it: walk us through a trading period you managed and what it taught you; tell us about a promotion or test that underperformed and what you did about it; how would you prioritise site improvements with limited development resource; and give us an example of a number you moved and how you’d prove you caused it. Prepare one honest answer for each — each is a story you can tell, including the ones where the result wasn’t clean.

Can I do this role remotely? Well more than in most marketing lanes, because the job lives in a browser, a dashboard and a meeting call. A meaningful share of UK posts in this lane are hybrid or fully remote. The exception is the trading calendar: seasonal and trading-heavy businesses anchor on site for peaks, launches and launch weeks, so check the location line — and read the responsibilities, because a trading calendar can pull you out of a hybrid setup when the season says so.

B2B/trade or B2C first — which should I pick? Choose by what you’d rather solve. Trade and B2B e-commerce — a supplier’s trade site, a retailer’s business-to-business channel — reward patience, range knowledge and relationship work; B2C rewards speed, taste and comfort with volume. The core skills — conversion, content quality, the commerce platform, the numbers — transfer between the two, so the first stretch matters less than the second, but know which instincts each side will build first.

Take the next step

If you’re ready to start looking, it’s worth having your profile in place before you see the job you want: The Hidden Market offers free candidate registration and a matching-led marketing jobs area, so you can be set up and ready to move when the right role appears. You can create a free candidate profile at https://www.thehiddenmarket.com/candidate-quick-register and browse the marketing jobs area at https://www.thehiddenmarket.com/jobs/marketing.

Whatever stage you’re at, the single most useful thing you can do this week is write, in one paragraph, the story of the best online result you’ve been involved in — what the objective was, what you changed on the site or in the channel, what the number did, and what you’d do differently next time. Every application, interview and promotion conversation in this career starts from that paragraph.