Overview
You'll work on Remote's RevOps team developing go-to-market strategy specifically for the marketing function. This means figuring out how to position Remote's HR/payroll/EOR products against competitors like Deel and Rippling, which campaigns to run, which segments to target, and how to generate pipeline that sales can actually close. You'll work cross-functionally with marketing, product marketing, and sales leadership.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | GTM Strategy / Marketing Operations |
| Sales Motion | Enabling inbound marketing + ABM |
| Deal Complexity | N/A (supporting revenue, not carrying quota) |
| Sales Cycle | N/A |
| Deal Size | N/A |
| Quota (est.) | No quota - measured on pipeline influence, campaign performance |
Company Context
Stage: Late-stage private (14,000+ employees)
Size: Large scale-up in HR tech space
Growth: Actively hiring across GTM functions, competing in crowded global employment/payroll space
Market Position: Major player competing with Deel, Rippling, Oyster, Velocity Global - differentiation is critical
GTM Reality
Your Focus:
- Developing marketing strategies that generate qualified pipeline (not just MQLs that sales complains about)
- Positioning and messaging against well-funded competitors
- Figuring out which segments/verticals to prioritize
- Campaign strategy: what content, what channels, what offers
- Working with product marketing to translate features into benefits buyers care about
Cross-functional Reality:
- You'll spend a lot of time in meetings aligning stakeholders (marketing wants brand, sales wants leads, product wants adoption)
- Marketing and sales often have different opinions on what "qualified" means
- You're translating between technical product capabilities and what resonates in market
Competitive Landscape
Main Competitors: Deel, Rippling, Oyster, Velocity Global, Papaya Global
How They Differentiate: Remote emphasizes compliance and enterprise-grade reliability vs Deel's speed-to-market, and breadth vs Rippling's full HRIS suite
Common Objections: "We already use Deel", "Rippling does this plus HRIS", pricing concerns, implementation complexity
Win Themes: Compliance depth, enterprise support, geographic coverage, ease of use for global teams
What You'll Actually Do
Time Breakdown
Strategy Development (35%) | Cross-functional Meetings (30%) | Analysis & Reporting (20%) | Documentation (15%)
Key Activities
- Competitive Analysis: Monitoring what Deel, Rippling, and others are doing - their campaigns, messaging, pricing moves. Figuring out how to counter or differentiate.
- Campaign Strategy: Working with demand gen on which campaigns to run, what audiences to target, what offers to test. A lot of this is optimizing around pipeline conversion, not just lead volume.
- Messaging Development: Translating "we handle payroll in 150 countries" into messages that resonate with VP HR or CFO buyers. Testing different angles.
- Performance Analysis: Digging into what's actually driving pipeline and revenue. Marketing wants credit for everything; you're figuring out what actually works.
- Sales Enablement Support: Creating positioning docs, battle cards, talk tracks that sales can use when competing against Deel or Rippling.
- Stakeholder Management: Endless meetings aligning marketing, sales, product, and leadership on priorities and strategy.
The Honest Reality
What's Hard
- Remote is in a very crowded, competitive market - differentiation is genuinely difficult when competitors have similar capabilities
- At 14K employees, there's bureaucracy - getting buy-in takes time, changes move slowly
- Marketing and sales often disagree on lead quality and priorities - you're in the middle of that
- Attribution is messy - marketing wants credit, sales says leads are garbage, the truth is somewhere in between
- You're strategizing but not executing - you depend on others to implement your ideas
- HR tech buying cycles are long (3-6 months) so you won't see immediate results from strategy changes
What Success Looks Like
- Marketing-influenced pipeline increases by X% quarter-over-quarter
- Sales leadership stops complaining about lead quality (or complains less)
- Win rates improve in competitive deals, especially against Deel/Rippling
- Campaigns you strategize drive measurable pipeline, not just vanity metrics
- Cross-functional stakeholders actually adopt your frameworks and messaging
Who You're Supporting
Internal Stakeholders:
- Marketing team (demand gen, content, product marketing)
- Sales leadership and frontline AEs
- Product team (for product-led growth initiatives)
- RevOps leadership (your direct team)
End Buyers (Indirectly):
- VP/Director of HR or People Ops
- CFOs at mid-market and enterprise companies
- Heads of Total Rewards/Compensation
What They Care About:
- Compliance and risk mitigation (especially in complex countries)
- Speed to hire internationally
- Cost predictability
- Employee experience
- Integration with existing HRIS systems
Requirements
- Experience in B2B SaaS marketing strategy, GTM strategy, or product marketing
- Understanding of demand generation, positioning, and competitive strategy
- HR tech or fintech experience is helpful (understanding compliance, payroll complexity)
- Ability to analyze data and draw conclusions about what's working
- Comfortable working cross-functionally and influencing without authority
- AMER or EMEA time zone required
- Can handle ambiguity and shifting priorities in a fast-moving market