Head of Marketing Career Guide UK

The Head of Marketing is the senior in-house seat that owns the marketing function for a company: the strategy and the annual plan, the budget and its return, the team underneath, and — in a good many seats — the external face of the business in its field. It is the point where a marketing career stops being about delivering well-briefed work and starts being accountable for results the executive team can see: revenue, pipeline, brand position, customer growth. In a small or growing company the seat often reports to the CEO or managing director and is the most senior marketing role in the business; in a larger one it sits one step below a CMO, or alongside the marketing director, with a portfolio to run — a brand, a genre, a region, a market.

The title is used more loosely than the headline suggests. The same job title can describe a first-dedicated hire who will build the function from scratch at a twenty-person technology company, or a portfolio owner at a national media group running an events business’s entire audience growth agenda, or a UK seat whose real job is translating a global brand’s strategy into local activation. All are Head of Marketing, and all are genuine, but the day-to-day, the stakeholders in the room and the evidence employers expect do differ between them. This guide covers what the seat actually involves, how it changes with the employer, what recruiters and interviewers look for, the realistic routes in — and where the career goes next.

In the standard UK marketing ladder the Head is the first rung where the unit of accountability is the whole function rather than a slice of it: a marketing manager owns a channel, a brand, a territory or a team; a Head of Marketing owns the plan, the budget, the people and the results the function produces. The seats above it — marketing director and CMO — carry wider commercial and board accountability, and are covered in their own right; here the focus is the Head seat specifically, because that is the one most candidates will actually sit in.

What a Head of Marketing is

At its core the role has four jobs, and almost every credible UK vacancy asks for all four:

Own the marketing plan and strategy — turning the company’s commercial priorities into a defensible marketing plan with priorities, channels, sequencing and targets.
Own the budget and its return — proposing the budget, allocating it, tracking it, and being able to say where the money went and what it produced when the CFO, CRO or board asks.
Lead the team — hiring, developing and retaining the people underneath, deciding where work sits in-house and where it goes to agencies, and setting the standard the function is held to.
Represent the function — internally to the executive team and externally as a voice in the sector: customers, partners, the press, industry events and boards or advisory bodies where the seat reaches that high.

Two things define the seat more than anything else. First, accountability for outcomes: the Head is expected to answer for whether marketing is working, not for whether the campaigns shipped. Second, coordination at altitude: the majority of the week is spent leading people, managing agencies and suppliers, and influencing colleagues who don’t report to you — the CEO and founder, the sales and product leadership, finance, customer experience — using authority and relationships rather than line management. The seat is organisation- and P&L-led, not tool-led: strong Heads can open the dashboard, challenge the numbers and brief the specialists, but no employer is hiring them to run the ad platforms.

The two main shapes

The whole-function owner. In small and mid-size companies — a scale-up, a PE-backed consultancy, a premium consumer brand, a charity — the Head of Marketing is often the first dedicated seat in the role. One recent UK briefing put it plainly: first Head of Marketing, leading a two-person team, reporting to the COO, owning the strategy and budget, building the brand and driving lead generation and bid support. A venture-backed AI company wrote that the strategy was “genuinely unwritten” and asked for a leader who would own growth end to end, report to the CEO, and personally keep running paid acquisition “because we want a leader whose judgment is still calibrated by doing the work.” In these seats the Head both builds and runs the function at the same time, and the scope is broad — brand, demand, content, events, agency management all sit with one person and a handful of reports.

The portfolio, genre or regional owner. In large and group businesses the Head leads a defined portfolio inside a wider marketing organisation: one genre’s end-to-end marketing at a broadcaster; an events portfolio’s audience development at a B2B media group; the UK market’s activation of a global brand’s strategy, acting as the bridge between the local business and the global marketing organisation; or a regional growth market for a global digital brand, with its own plan, budget recommendations and lean regional team. In these seats the function is bigger than the person, and the craft shifts from building everything to aligning: a global or group standard above, local execution and stakeholder relationships below, and reporting into a marketing director or CMO rather than the CEO.

One practical warning before you read any advert: the title is not a scope statement. A Head of Marketing at a forty-person company may carry more commercial weight than a “global marketing director” in a corporate group. Judge any posting by what it actually asks — who the person reports to, what budget they own, how many people they lead, and whether they sit on the leadership team — rather than by the headline.

What the work actually looks like

Here are the workstreams that recur across UK Head of Marketing postings, with a sense of what each involves in practice.

Setting the strategy and the annual plan

The Head translates where the business wants growth into how marketing will produce it. That means sitting with the commercial leaders to work out which segments or products carry the weight next year, how marketing investment allocates across brand, demand and customer, and what “good” looks like in numbers — then producing a plan and budget you can defend, not just execute. A premium food and drink brand asked its Head to shape the next stage of growth “making thoughtful choices when commercial opportunities and brand values pull in different directions”; a B2B energy-storage scale-up asked it to define strategy and positioning with Business Development, Corporate Finance and Product Management and then deliver the campaigns, materials and tools. Much of the craft is honesty: a strategy that starts from where the brand actually sits in the market, not from what the business wishes is true of it.

Owning the budget and its return

Budget authority is one of the clearest markers of the seat. You propose the budget, allocate it across teams and channels, track spend against plan, and explain returns in the business’s own frame — pipeline and win rates in B2B, revenue, retention and acquisition economics in B2C, supporter income and engagement in the social sector. One SaaS posting asked for the Head to own the plan and budget with “clear allocation across brand, product marketing and demand generation” and to report marketing performance and return on spend to the CRO and leadership team monthly; a professional services consultancy asked for reporting on marketing ROI, pipeline and commercial performance to the leadership team; a rugby league commercial company asked its Head to own the marketing and ticketing budgets and report clearly on audience, attendance, revenue and return on investment. The skill being tested is not spreadsheet mastery but fluency in commercial language: when finance challenges the number, you meet them in their frame.

Leading and building the team

This is the piece that most separates the Head seat from the senior-manager seat, and recruiters test it directly. It means deciding what the function looks like — who you hire, what skills sit in-house and what goes to agency, how the team develops — and leading it day to day. Team sizes in UK postings range from a few specialists to a team of fifteen or more, and the ask is consistent: lead, coach and develop, hire for gaps, and hold agency partners to the brief. A charity vacancy framed the leadership part as being able to “quickly assess, challenge and strengthen an established marketing function” and lead teams through change; a UK consumer goods posting asked the Head to lead a small but high-performing team and external agency partners while translating global brand direction into local activation. Building the team and the function at the same time is the most demanding version of the role, which is why these seats are usually reserved for people who have already led other people’s work well.

Cross-functional influence

Above the manager line, most of the people you need to move don’t report to you. Across the UK postings the recurring partners are the CEO or founder, the sales and commercial leadership, product, operations, finance and customer experience. A B2B software company asked its Head to work with Product, Tech and Data to turn platform capabilities into value propositions and run go-to-market from launch plan to sales enablement; a coffee brand asked its Head to work with the founder and a Head of Creative so every placement and partnership reflected the brand’s standards; a dealer-management software business asked the Head to drive lead generation and bid support “working closely with Directors and Business Development”; a no-code platform company asked for alignment with Sales, Product and leadership on how marketing work turns into pipeline. The relationship with finance and the commercial leadership grows in particular: agreeing what to measure, how to evidence marketing’s contribution, and — in the bigger seats — having a point of view in decisions that aren’t marketing’s.

External representation

The higher the seat, the more of the job is outside the company. In the UK postings this shows up as: being the confident, enthusiastic voice for the brands in front of customers and prospects (a dealer software business); owning the thought leadership, PR, events and partner relationships that grow a company’s profile with its buyer base (a data company selling to institutional investors); leading the marketing for a sport’s biggest moments — the Grand Final, Magic Weekend, cup finals and national fixtures (a rugby league commercial company); or representing a charity’s brand at a pivotal period of its transformation. Public speaking, industry bodies, the press and partner tables carry the company’s face at this level, so candidates are expected to be comfortable doing so — and employers increasingly list it as an expectation rather than a nice-to-have.

Delivering, hands-on where the seat is young

Not every Head seat is pure coordination. In scale-up postings there is a distinctly hands-on element: a training-software company asked its Head to keep running paid acquisition personally; a dealer-management business said its first dedicated Head would “personally deliver the full marketing programme”; an indie games publisher expected its Head to own priority titles from pre-launch through post-release, running campaign strategy, paid media, PR, events and community. The pattern: the newer and smaller the function, the more delivery sits with the Head; the more built-out the function, the more of the job is strategy, people and stakeholder work.

Measuring and reporting to the executive

Every credible posting has a reporting thread: a working view of performance, a monthly or quarterly readout, and a standing expectation that the Head can tell leadership a true story rather than a flattering one. In B2B that is pipeline, demo flow and cost per opportunity; in B2C, revenue, retention and acquisition cost; in the social sector, supporter acquisition, retention and income. The bar is data literacy plus judgment: reading the numbers well enough to know when a channel or an agency recommendation isn’t earning its place, and reallocating before the quarter ends.

A day and a week in the seat

Days are shaped less by launch dates than by the decisions in front of you, but a composite picture from typical UK in-house postings looks like this:

Morning: the week’s numbers — spend pacing, pipeline or campaign performance, the one account or launch that’s in flight — and the inbox, which usually leads with a stakeholder question or a decision that needs a recommendation.
Mid-morning: people work — a one-to-one, a hiring or development conversation, or a working review with an agency partner on the brief in flight — or a cross-functional alignment meeting: launch timing with product, targets and handoff with sales.
Midday: the meeting driving the week — a budget and performance readout to the CRO or CFO, a strategy decision with the founder or MD, or a stakeholder review that’s pushing a launch.
Afternoon: heads-down strategy work (a page of the annual plan, a positioning call, the restructure memo), an external commitment (a customer or partner conversation, a speaking slot, an industry event), then reporting — putting the numbers into the leadership readout and drafting the update.
The weekly rhythm: agency check-ins, budget tracking, team stand-ups, the executive readout where spend and return get examined together.
The quarterly and annual rhythm: the plan itself — what’s scaling, what’s being cut, what the business is banking on next year — and the days when the job is representing the company externally rather than running it.

The honest texture: far fewer hours at the desk than the manager seats below, and more hours in rooms where you’re expected to have a point of view beyond marketing. Event weeks, launch periods and the annual planning cycle invert the whole tempo — those days are built around the venue, the deadline or the boardroom rather than the desk.

How the role changes with the employer

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

Scale-ups and growth B2B technology. This is the largest pool of UK Head of Marketing postings. The centre of gravity is the pipeline: the Head often carries a pipeline or demo number, reports to the CEO or CRO, leads a small team, and the remit fuses demand generation, brand and product marketing. Employers in this world ask for a record of measurable commercial impact and the willingness to stay hands-on — running some channels personally while building the system underneath them.

Enterprise and group businesses. In a media group, a broadcaster, a consumer goods multinational or a global software firm, the Head leads a portfolio — an events business, a genre, a brand, a national market — inside a wider marketing organisation, typically reporting to a marketing director or CMO. A UK seat at a consumer products company is explicitly the bridge between the local team and the global marketing organisation: translating global brand and category strategy into effective local activation across professional, retail, e-commerce and consumer channels. The craft is alignment — holding a group standard while letting local execution land.

Small and founder-led businesses. At a premium specialty roaster, an indie games label or a specialist software consultancy, the Head works alongside the founder or the head of creative, and the scope is broader and more taste-led: shaping where and how the brand grows, being deliberately thoughtful about who the business partners with, and keeping every channel, shop and placement telling the same story. The job rewards commercial judgment and brand integrity as much as campaign craft.

Charities, sport and cultural institutions. The discipline is recognisably the same — strategy, budget, agency, team — but the unit of success changes. A veterinary charity asked its interim Head to lead supporter acquisition, retention and income as a member of the Senior Management Team; a rugby league commercial company asked its Head to grow audiences and ticket sales across a competitions portfolio; a cultural hub asked its Head to turn brand and audience priorities into campaigns that grow attendance, engagement and income. If you’re moving between these worlds, name the transferable core (audience insight, campaign integration, budget discipline) and be plain about what you’d be learning (the metric, the buyer, the season).

Global versus UK-based. Several UK postings are explicitly regional or global in scope: a regional growth market with its own plan and staged hiring under a global strategy, a UK seat bridging to a global organisation, an EMEA seat activating a group’s agenda. These add a distinct load — aligning multiple markets or a local team to one standard, coordinating across time zones and a wider stakeholder network — that a purely local seat almost never carries.

Agency versus in-house. The agency leadership track — account director, discipline director, managing director — is a different seat: it owns a client portfolio’s P&L rather than one company’s growth, and its ladder runs through client services. It’s a well-trodden feeder into the in-house Head seat, and the reverse move is real too; what changes between the two is what you’re accountable for, a single company’s commercial result versus the health of a service business.

Skills and tools

Across UK Head of Marketing postings the shape of the ask is consistent even where the sector isn’t.

The core skills — commonly required

Strategic and commercial planning — turning a business objective into a marketing plan with priorities, budget, sequencing and targets that a CFO could interrogate.
Budget and P&L fluency — owning the number end to end: proposing it, defending it, reallocating it, and explaining its return in the business’s own commercial language.
People leadership and organisational design — hiring, developing and retaining marketing talent; deciding the in-house-versus-agency mix; and, in the newer seats, building the function from an under-built one.
Cross-functional influence — aligning the CEO or founder, sales, product, finance and customer experience, usually without formal authority over any of them.
Creative and brand judgment — writing a brief that produces the right work, setting the creative bar, and knowing what good looks like without making the artwork yourself.
Measurement and executive storytelling — reading the numbers credibly, spotting underperformance before the agency points it out, and giving leadership a true, useful story.
Clear communication — briefs, readouts, the plain-English version of a performance story that a non-marketing audience can act on.

The tools — commonly seen, versus specialist

None of these are exam subjects, and no two employers expect the same stack. What a Head is expected to know — and what most postings actually name — is:

Commonly named in UK posts: the marketing automation or CRM platform the business runs (HubSpot appears in a fair number of B2B postings, alongside Salesforce and similar), the analytics baseline (Google Analytics, usually in its GA4 form), and spreadsheets for the budget and the readout. The requirement is always functional: read the report, challenge the decision, own the result.
Common where the seat is hands-on: the paid platforms the business runs (Google, LinkedIn, Meta), because some scale-up seats explicitly expect the Head to keep running some channels personally for a while.
Specialist, where relevant: attribution and revenue-analytics tooling, account-based platforms, CDP-level data work and martech strategy — these attach to specific larger or more technical seats, not to the title generally.
AI tools: a growing number of postings now ask explicitly for comfort using AI tools for content creation, research and workflow automation. The bar is practical — describe how you’d use one to run the function better, how you’d hold the team to a standard, and what you’d delegate to a specialist. That answer puts you ahead of most applicants.

The honest read: the tools that matter to you are the ones inside the role you’re applying for. A posting that names a CRM and a pipeline report is telling you where the weight of the job sits; one that names brand standards and creative partners is telling you it’s hiring for the judgment half.

What employers actually ask for

Experience. UK postings for the seat most commonly sit in the five-to-ten-year band of relevant marketing experience behind the title, with a real spread at both ends. The most junior seat in the set — an indie games publisher — asked for four years including two leading a team; the senior end — media, broadcast, sport and group-level postings — asks for ten or more. A meaningful number of B2B postings add a specific leadership expectation on top of the years: at least two years in a management role. What opens the door is not the year count; it’s a record of owning outcomes — a function you built or strengthened, a budget you defended, a team you developed, a result the business can see.

Sectors. When a posting names a sector — B2B software, consumer goods, media and events, sport, iGaming, charity, professional services — it usually means it. A charity posting expects charity-sector experience and fundraising fluency; a consumer goods posting expects FMCG campaign activation; a games publisher expects the Steam and Epic ecosystems. The transferable core (strategy, budget, people, agency management) travels; the buyer, the metric and the season rarely do. If you’re coming from outside the sector, say plainly where your record maps and where you’d be learning.

Degrees. Some postings name a degree — one B2B scale-up required a communications, media or related degree; a UK consumer goods business and a B2B information group both listed one — but a large share of UK postings specify nothing at all, and treat a record of delivered, measured leadership as the substance. A marketing, business or related degree is common in the background of candidates at this level; it is not a gate. By the time you’re applying at Head of Marketing, the conversation is about what you’ve built and the result it delivered, not what you studied.

Qualifications as signals. The Chartered Institute of Marketing’s ladder — from a Foundation Certificate through a Certificate and Diploma in Professional & Digital Marketing toward a level 7 postgraduate diploma, supporting Chartered Marketer status — remains the profession’s most recognised UK qualification pathway, and it’s a credible answer to “how have you kept developing yourself?” at senior level. One UK posting names a professional marketing certification among its requirements; most don’t. Treat qualifications as a way of closing a credibility gap, not as the door itself — and pair any credential with a live example of work it supported.

Routes into the seat

Most people in these seats arrived the unglamorous way, and the feeder lanes are broad.

From the manager lanes of marketing. The most common route is stepping up from one of the middle-of-the-ladder manager disciplines — brand, digital, content, demand generation, product marketing, campaign, CRM or lifecycle marketing — once you’ve owned outcomes rather than tasks. The advantage is that you arrive with demonstrated depth in one area and the evidence to stand behind it; the widening — into the budget conversation, the people decisions, the cross-functional rooms — happens in a role or two before the Head seat.

From agency leadership. Agency account and discipline directors who have led people, a standard and a client P&L move into in-house Head of Marketing roles and vice versa. What the agency leader brings is the breadth of contexts; the gap to close is usually the depth of one brand’s commercial and P&L reality, which a single-client role demands and a portfolio career doesn’t always.

From the founder’s side. A real number of UK Head seats are filled by people who were doing the marketing at a founder-led business — running the campaigns, holding the creative bar, working with the founder on positioning — and are now stepping into the named seat that formalises where they’ve already been operating. The posting that asks you to “activate the founders, executive team and partner ecosystem as the primary distribution layer for the brand” is hiring exactly that instinct.

From adjacent commercial careers. A share of Head seats are filled by people arriving from sales, business development, general management or operations, whose customer and stakeholder record maps directly onto the seat. Frame the transferable core — how you’ve understood a customer, shaped a proposition, run a budget and influenced a stakeholder without authority over them — and be plain about where the marketing craft is still being built.

The evidence that moves shortlisting is the same wherever the route starts: a marketing strategy you set and can defend to a CFO; a budget you built, defended and reallocated, with the result it produced; a function or team you built or strengthened and what it changed; and a cross-functional decision the business acted on that wasn’t purely a marketing call. Interviewers at this level are testing for that story, and three strong, specific examples beat a CV full of channels.

Where the career goes next

On the main ladder, the standard step above a Head of Marketing in most UK structures is the CMO seat — the same discipline, one level higher, with the board exposure and the strategic mandate to match — with the marketing director seat sitting alongside or above the Head depending on the organisation’s structure (in smaller businesses the titles frequently overlap, and a Head reporting to the CEO may carry exactly the remit a larger company would call director-level). “VP of marketing” appears alongside the title ladder at some companies, particularly in technology and global contexts.

Off the main ladder, the Head seat opens several wider doors that many people find as interesting as the C-suite step:

Chief Commercial or Chief Digital Officer — for candidates whose instinct is the commercial engine or the customer-facing product, moving from owning marketing to owning the wider commercial or digital function is a well-trodden step that rewards the same stakeholder influence and P&L fluency.
Chief Operating Officer — the organisational-design, cross-functional and general-management skills the seat builds transfer directly to running the whole business, and a marketing background is a recognised feeder.
CEO — in growth and founder-built businesses, the Head of Marketing who becomes the face of the company and the owner of customer and brand value is one of the most natural routes to the top seat.
Agency managing director — for candidates whose centre of gravity stayed client-side, the agency ladder to senior or managing director is the parallel track, and it runs on the same underlying skills.

The common thread: the higher you go, the less of the job is “the marketing” and the more of it is “the business using marketing to win.”

Practical advice for candidates considering the move

A few of the things that separate strong applications from the rest, drawn from what UK employers are actually asking for at this level:

Apply for scope, not headline. A Head of Marketing posting that gives you strategy, budget and people ownership may be a better career move than a more impressive title with narrow execution responsibility. Read the posting for the reporting line, the budget, the direct reports and the leadership-team exposure before you read anything else — that is the actual job.

Lead with the commercial result, not the campaign. Not “ran the autumn campaign” but “owned the marketing strategy and budget, moved money from what looked good to what worked, and here’s the result the business can see.” Strategy, budget, organisation, result — in that order.

Have three leadership case studies ready. For each one: the situation, the diagnosis, the decision, the influence it required, and the commercial outcome. Case studies at this level are tested the same way — can you tell the true story, including what underperformed and what you changed as a result?

Show the function, not just the team. Be able to describe a function you built or restructured, an in-house-versus-agency mix you designed, a hiring and development cycle you ran. It’s the piece that most separates the Head seat from the senior manager seat, and it’s the piece interviewers at this level are hunting for.

Keep some hands on if the seat is young. In scale-up and first-dedicated-seat roles, staying close to the delivery — running a channel personally for a while, briefing at first-hand depth — is explicitly valued, because it keeps your judgment calibrated as the function grows under you.

Candidate questions, answered

What’s the difference between a Head of Marketing and a Marketing Manager? Scope and altitude. A marketing manager owns a defined area — a channel, a brand, a territory, a team — and delivers within a plan. A Head of Marketing owns the plan: the strategy, the full budget, the team structure, and the account to the executive team. The step up is mostly about breadth of accountability — and convincing people without the authority to order them.

Is a Head of Marketing the same as a Marketing Director? In many UK organisations the two sit side by side, and the distinction is less a fixed hierarchy than a difference of emphasis: the Head leads the function day to day — the plan, the team, the delivery, the budget within it — while the director seat usually carries the wider commercial and board-facing accountability. In smaller and growth businesses the titles overlap heavily, and a Head reporting to the CEO may do both jobs. Judge any specific posting by its reporting line, budget authority and stakeholder exposure rather than by the name.

How much experience do I need before applying? UK postings most commonly ask for five to ten years of relevant marketing experience, with the most senior seats — media, broadcast, sport, group-level — asking for ten or more, and a real share of B2B postings adding a two-year minimum in a management role. The pattern that opens doors isn’t a year count: it’s a record of owning a function, a budget and a commercial result, told with numbers.

Do I need a degree? It’s common at this level and named in some postings, but a large share of UK vacancies specify nothing, and a genuine track record of delivered, measured leadership is treated as the substance. The degree question matters most early in a career; by the Head seat, the conversation is what you’ve built and the result it delivered.

Will I still be hands-on? It depends on the employer. In scale-up and first-dedicated-seat roles — and a growing number of them explicitly say so — the Head keeps running some of the delivery personally while building the system. In larger and group businesses the job is mostly strategy, people and stakeholder work, with specialists and agencies underneath. Read the posting for which world it’s hiring into: a line about running paid channels personally is a tell, as is a line about leading a team of fifteen.

Can I get in from an agency, or from sales and general management? Yes, both are real routes. Agency leadership brings breadth of context and the people-and-standard muscle; the gap to close is the depth of one brand’s commercial reality. Sales and general management bring the customer and stakeholder record; the gap is the marketing craft. In either case, lead with the transferable core — the budget you’ve run, the stakeholder you’ve influenced, the work you’ve delivered end to end — and be plain about where you’d be developing.

Are interim and fixed-term Head roles worth taking? Often, yes — and they’re a normal part of this market. UK postings range from a nine-month interim seat at a charity, leading a transformation, to a fourteen-month maternity-cover role running marketing and communications for a defence and national security business. The key is reading the engagement: what happens at the end, whether the role is being retained, and whether the scope you’ll carry is the scope you want on the CV. A well-run interim seat with a real brief can put you ahead of a permanent role with a smaller one.

Do I need to know AI tools to be competitive? Comfort, not expertise. A growing number of UK postings now ask explicitly for using AI tools in content, research and workflow. The interview version is practical: how would you use it to run the function better, how would you hold the team to a standard, and what are you comfortable delegating? Describe it concretely in your own operation and you’ll be ahead of most of the field.

Can I do this role remotely? A meaningful share of UK Head of Marketing postings are hybrid or fully remote, especially in B2B technology, digital services and group businesses. The exception is where the business is physical — events, venues, sport, retail, founder-led brands — and where the seat is as much about the customer room, the trade show or the team on the floor as about the plan. Check the location line, and read the responsibilities: a seat that lives on customer events and launches will expect presence regardless of what the hybrid line says.

Take the next step

If you’re ready to start looking, it’s worth having your profile in place before you see the seat 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 each, the three stories of the best marketing leadership you’ve been part of — what the strategy was, what you owned, what it was worth to the business, and what you’d do differently next time. Every application, interview and conversation at this level of the career starts from those three paragraphs.