Senior Product Marketing Manager, Flex

• 5+ years in product marketing, including at least 2 years in B2B fintech, financial services, or another regulated, complex-product industry
• Demonstrated GTM ownership: you've built positioning and messaging, launched products, and driven adoption — including at least one zero-to-one, “no existing function to inherit” experience, where you defined a Product ↔ PMM ↔ Stakeholder handshake from scratch
• Strong competitive intelligence instincts — you know how to build a battlecard that gets used on a live sales call, not filed away
• Strong instincts for what resonates in the market and in GTM — you can clearly separate the most important elements of an internal or external message from what's “fluff,” and you intuitively know the questions a new prospect, client, or CSM will ask about how something works, why it's built that way, and what objections will come up
• Proven experience partnering directly with Product on positioning, without a dotted-line PM relationship to lean on
• Excellent written communication — much of this role lives in documents (positioning frameworks, battlecards, briefs) that other teams execute directly against
• Comfort with ambiguity and zero-to-one building; you don't need an existing playbook or team to make progress

Desirable

• Flex is building its product marketing function from the ground up. We're looking for someone who can own how the market understands Flex — positioning, competitive narrative, and the “why us” story across our full product suite: reward card, credit card, banking, AP automation, expense management, AR/invoicing, working capital, and global payments
• This is a builder's role: you'll be the first dedicated owner of product marketing at Flex. Today, that work happens through ad-hoc conversations between Product and Sales leadership — there's no formal owner, no documentation (no formal case studies, external collateral, or internal knowledge repository), no consistent process, and no one dedicated to making sure something that ships well also lands well in-market. You're fixing this from zero, not inheriting a system someone else already built
• You'll partner closely with Revenue Leadership (Sales, Partnerships, CS, Support), Sales Enablement, and Lifecycle Marketing to make sure the story you build actually lands in the market. That story must resonate with our target audience no matter where it surfaces: in marketing campaigns, live deals, automated customer journeys, in-app experiences, and everywhere Flex shows up to a prospect or customer. You'll partner directly with Product early and often — bringing market, competitive, and customer signal into how we plan, sequence, and position what we ship — rather than writing about it after the fact
• Own go-to-market for everything Flex ships. Partner with Product leadership every quarter to bring market and customer signal into roadmap planning, and work together in defining what “ready to launch” means across all stakeholders; orchestrate between Product, Lifecycle Marketing, Support, and Ops as product updates and new releases are being built; create internal content (messaging, what it is, how it works, competitive positioning, etc.), then partner with Enablement to deploy revenue enablement programming that equips the teams prior to any launch. It's critical that you're comfortable holding the line with Product when something isn't positioned well enough to ship externally yet, or when there's misalignment with Revenue leaders and customer needs
• Own Flex's competitive positioning end-to-end. Define the ICP across each of our product lines using real data, conduct market research, and leverage Apollo call-recording data to identify why we win — then translate that internally and externally so it holds together across our full product suite, in a market where Ramp, Brex, and Bill.com are all fighting for the same mental real estate. Run win/loss analysis and turn what you learn into real changes to messaging, internal battlecards, external collateral, and objection handling. When gaps are identified, proactively surface them with Revenue, Ops, and Product leadership so they can be evaluated and prioritized against the Product Roadmap
• Give Lifecycle Marketing and Sales Enablement ready-to-go information, content, and messaging for their needs. Own all aspects of the written content and messaging used internally and externally: company narrative, value props, pains addressed, proof points (case studies, best-in-class client examples, relevant success-story statistics), where we lose, and objection handling that both teams pull from. Lifecycle turns this into campaign copy for email/SMS sequences; Sales Enablement incorporates it into the CMS, pitch materials, and training. You're the source of truth for what to say and why it's true
• Take a data-first approach to determine how we prioritize launches and messaging, based on customer, market, industry, and product research you proactively conduct. Use data to inform your decisions — listen to real conversations with prospects and clients to understand how things are landing in the market, review win/loss data to understand why we win and identify GTM or product gaps, proactively research competitors to stay on top of what's new, and review tool-adoption data and identify customer examples so teams have data points to use on calls. This informs how you decide what pain-centered messaging, positioning work, competitive intel, and launches matter most given Flex's current stage — rather than waiting to be told
• Be the internal expert and resource on how Flex is positioned in the market, our full product suite, and the owner of our launches. Become the SME on our value prop, who we serve, how we address market pains, why we win and lose, how we're differentiated, and everything about our product offerings (what they are, how they work, the value they provide, how customers use them). Beyond owning external messaging, you'll equip internal Revenue teams with what they need to succeed (in partnership with Sales Enablement), and brief Leadership and Product on what's changing in the competitive landscape, why it matters, and how gaps can be addressed via the Product Roadmap
• Most product marketing roles at this level either inherit an established function or slot into a larger marketing org with brand, demand gen, and content already in place. This one has neither yet — which means the person who takes it defines what “good” looks like for product marketing at Flex, with outsized influence on how we're positioned in market for years to come