Experience : 7.00 + years

Salary : Confidential (based on experience)

Expected Notice Period : 15 Days

Shift : (GMT+05:30) Asia/Kolkata (IST)

Opportunity Type : Office ()

Placement Type : Full Time Permanent position(Payroll and Compliance to be managed by: UNF)

**(*Note: This is a requirement for one of Uplers' client - UNF)

**What do you need for this opportunity?

Must have skills required: Demand Generation, Distribution, Communication, Content Creation, Customer Success, Product Marketing, Sales, Marketing Automation

UNF is Looking for:**** Head of Marketing Bangalore, in office | Full time | 7-10 years experience Why this role exists right now We have real customers, real revenue, and a significant platform rebuild in flight. Growth is deliberately throttled until that lands, because pushing hard on demand before the product is ready burns trust faster than it builds revenue.

That is precisely why we are hiring marketing now rather than after.

The constraint on this company is not lead volume. It is that the argument for what we do still lives with the two founders and has not been put into a form the market can receive. Five things follow from that, and all five are currently founder work:

- The website does not express the positioning.
- The value story is not articulated at the level of specificity a buyer needs.
- Sales has no enablement layer carrying the argument through a deal.
- There is no content engine.
- There are no search foundations, and search compounds on a six to twelve month lag.

If this hire waits until the growth window opens, the first two quarters of that window get spent building a foundation that should already exist. Hired now, the foundation is built, tested and compounding by the time it matters. About Us We remove coordination tax: the hidden cost of coordinating work across functions, systems and organisational boundaries, and then proving afterwards that it was done properly.

That cost is enormous in a medical device or pharmaceutical manufacturer, and almost nobody measures it. Quality, operations, regulatory and engineering all have to agree, and every agreement has to leave an auditable trail.

Most companies run that across a system of record that was never designed to coordinate anything, plus email, plus spreadsheets, plus meetings. We measure the cost of that gap, then remove it.

We sell into life sciences and manufacturing: medical devices, pharmaceuticals, automotive, aerospace and industrial machinery, predominantly in the United States. Our team is in Bangalore.

Two things make this more interesting than it first sounds.

This is a category problem, not a feature competition . The incumbents in this space sell what is essentially a very expensive filing cabinet and call it quality management. We are arguing the category itself is framed wrongly: the job was never to store the records, it was to close the loop between the record and the person who needs to act on it. Nobody built that, so we did.

Artificial intelligence has barely landed in these industries, for a structural reason. You cannot drop an unaccountable agent into a process that has to be auditable. Every vendor leads with a demo every serious conversation in a plant ends somewhere else entirely, on the question of what evidence the system leaves behind.

That is a governance problem rather than a capability problem, and it is the one we are built for. We are the only platform in these industries designed around that from the start.

Somebody has to explain to a conservative industry why governed artificial intelligence is different from the artificial intelligence it is rightly suspicious of. That is a marketing problem, and right now it is unclaimed.

And the stakes are not abstract. When coordination fails in these companies, a device ships late or a batch is scrapped or a corrective action sits open for forty five days while paperwork moves between four teams. What that actually costs is not margin. It is a patient waiting longer for a device that works, or a recall reaching people before the fix does.

Making coordination work in these companies is upstream of whether their products are safe and on time.

What You Will Own Qualified opportunity generation, and the cost of it . The number, measured jointly with our head of revenue. This is the primary accountability and everything below serves it. Two numbers, not one: how many qualified opportunities, and what each one cost us to generate.

Positioning and the category argument. The positioning document, the first-call deck, and one page per buyer type. You sharpen the argument the founders have led to date rather than replacing it.

The website, end to end. Structure, copy, how the positioning reads, conversion paths, and the publishing rhythm. This is not a delegated surface the person who owns the positioning owns the site.

The content engine . Built as a machine that keeps producing rather than a run of one-offs. The test is whether it still produces when a founder is not involved.

Search and inbound . Site architecture, topic and keyword strategy, technical hygiene, and the compounding organic base. This goes early precisely because it compounds on a lag.

Distribution .



Content is not the deliverable distribution is. Every piece has a distribution plan before it is written, owned channels are built deliberately, and programmes are instrumented so we always know which ones produced which opportunities and at what cost.

Sales enablement . The qualification playbook, onboarding for new account executives, objection handling, and the stage-by-stage material that supports a live deal.

Competitive intelligence . Teardowns of the top three competitors, kept current and actually used in live deals rather than filed.

Demand generation . Content, digital, events and account-based work, at whatever mix hits the number efficiently. For the first six to nine months you do all of this personally. There is nobody else to hand it to.

What This Role Will Not Do Worth being explicit, because a first marketing hire at a small company can easily become the place everything un-owned goes to die. These sit elsewhere and will stay there.

- Closing revenue. That is our head of revenue’s scope. You generate and qualify he closes.
- The product roadmap. That is Product’s scope.
- Customer implementation. That is Customer Success’s scope.
- In-product copy, documentation and the design system. That is Product and Design’s scope.

You will have opinions on all four, and opinions are welcome. Ownership sits with the named function. Career trajectory The marketing ladder here runs from this seat to the top of the function: Head of Marketing, then Director, then VP Marketing, then Chief Marketing Officer.

We would rather name the intermediate steps than imply a jump. They are real and they will take time. But the arc is long enough that walking it is a genuine possibility rather than a line in a job advert: near term the mandate is getting this company to breakeven, which is the point at which raising capital becomes a choice rather than a requirement, and beyond that a multiple of our current size over three to five years.

This shapes who we hire. We would rather appoint somebody we believe could still be running marketing here in five years than somebody who is obviously good enough for the job today.

What We Are Looking For Must-haves

- Seven to ten years in business to business software marketing. Not a VP today. We are looking for somebody who is visibly better than their current title and for whom this is a real step up.
- Real depth in one sub-function. You have properly owned product marketing, or demand generation, or content, or competitive intelligence. Depth in one beats shallow coverage of all four.
- Growth literacy. You understand how demand is actually manufactured, what channels cost, and how to instrument a programme and read what it tells you. You do not need to have run paid acquisition at scale you do need to be able to design a programme and predict whether it will work before the money is spent.
- Hands-on and current. You built and shipped things this year, not three years ago. You set up the campaign, you build the webinar end to end, you get into the site and fix what is broken.
- Writing. Strong samples of your own authorship. This is the firmest requirement we have and we will ask for them early.
- Comprehension and extension. You can read an existing body of strategic thinking, genuinely understand it, dis- agree with parts of it usefully, and build on it. This matters more here than the ability to originate a thesis from nothing, because the thesis already exists.

Strongly Preferred You have founded something. This is our first preference, and it is worth saying why rather than leaving it as a line in a list. Somebody who has run a small business to business software company has personally done the positioning, the website, the content, demand generation, sales enablement and pipeline, usually all in the same week. That is precisely the shape of this job. Founders also tend to own problems end to end by necessity rather than by inclination, which is the single hardest thing to interview for. If you have started something and it worked, or started something and it did not, we want to talk to you either way.

Beyond that

- Currently a senior product marketing manager, a marketing manager, or a first-line marketing lead at an Indian business to business software company.
- Chief of staff or founders’ office experience, or having been the first or second marketing hire somewhere.
- Curiosity about industrial and regulated domains, even without direct experience of them.
- Comfort holding a US buyer’s mental model in your head while working from Bangalore, and knowing when you are guessing rather than inventing.
- Unconventional routes in are genuinely welcome. If you write well and think clearly, a background in journalism, consulting or something else entirely is not a disadvantage here.



The mechanics of demand generation are learn- able the writing and the judgement are much less so.

Permanent hard nos

- You cannot show us a substantial piece of writing you personally authored.
- You have not personally built or shipped anything in roughly two years. Directing agencies and reviewing other people’s work is a different muscle and it atrophies.
- You assume execution is somebody else’s job. For the first six to nine months there is no somebody else.
- A pure content marketing background with no positioning craft, or a paid-media background presented as product marketing.
- Twelve or more years spent entirely at large companies, with no experience below roughly twenty million dollars in revenue.
- You are unwilling to own a number.

What Excellent Looks Like In Twelve Months

- The qualified opportunity number is being met, quarter on quarter.
- Cost per qualified opportunity is known, tracked, and trending down.
- Our head of revenue trusts the flow enough to build his forecast on it.
- The positioning has been adopted, and the sales team uses your material unedited.
- The category argument is gaining traction outside the company, including with analysts.
- Search is compounding and inbound is a real channel rather than a rounding error.
- Your first specialist hire is made, or in flight.

If the craft is excellent and the number has not moved, this has not worked. The number is the point. How We Work Written first . There is a real body of written thinking here about the market: what we believe, what we are betting on, and why we think the category is framed wrongly. It is not a deck. Arguments get written down, versioned, and argued with.

Direct, and unusually willing to be wrong in public . One of the beliefs on our own list is that our earliest articulations are usually right but poorly packaged, and that we have repeatedly abandoned good ideas because the words landed badly. We wrote that down about ourselves. Fixing it is, more or less, this job.

Close to customers . You will be on customer calls and in deal reviews from the first month. The domain is learned from the people who live in it, not from a training deck.

Two founders in the room. Marketing sits in the founders’ office rather than under revenue, because the first year’s work is extracting an argument and that needs proximity to the people carrying it. In practice that means a lot of time in a room with Ben and Lakshman, both of whom will disagree with you regularly. You will need to hold your ground when you are right.

Foundations before spikes. A steady cadence that compounds beats bursts around launches. That applies to content, to search, and to how we build the function.

Why this role is engaging You would be the first dedicated marketing hire at a company that already has a serious argument about its market, written down and thought through. You are not being asked to invent a story. You are being asked to take an argument that currently only exists in two founders’ heads and in internal documents, sharpen it, and build every surface it travels on.

That is a rarer problem than it sounds. Most marketing roles hand you a category that already exists and ask you to compete inside it. This one asks you to help define one, in an industry where nobody has explained the problem properly and where artificial intelligence is about to arrive whether the incumbents are ready or not.

The scope is unusual for this stage of career. You own positioning, the website, content, search, enablement, competitive, demand generation and the number. Most people seven to ten years in are running one of those.

And the work matters in a way that is easy to say and harder to mean. The companies we sell to make medical devices, medicines and aircraft components. When their coordination works better, safer products reach people sooner. That is upstream of a lot.

Location and work model Bangalore, working from the office . This is not a remote role and we are not flexible on it.

The reason is worth stating rather than asserting: the core of the first six months is extracting an argument that currently lives in two founders’ heads, and that work goes materially faster in the same room. Proximity is the point of the seat, not an administrative preference.

A light overlap with United States evening hours is expected for customer and analyst calls. It is not a night shift and it is not full US hours.

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