Marketing Chief of Staff

Who are we? Cohere is the leading security-first enterprise AI company. We build cutting-edge foundation AI models and end-to-end products that are designed to solve real-world business problems. We’re training and deploying frontier models for enterprises who are building AI systems. We believe that our work is instrumental to the widespread adoption of AI and we are looking for folks that want to be part of that. We obsess over what we build. Each one of us is responsible for contributing to increasing the capabilities of our models and the value they drive for our customers. Cohere is a team of researchers, engineers, designers, and more, who are all passionate about their craft. We are a global technology company headquartered in Toronto with key offices in London, New York City, San Francisco, Montreal, Paris, Berlin and Seoul. Join us! About the role We're hiring a Marketing Chief of Staff to keep Cohere's marketing org moving at full speed without coming apart at the seams. You'll report to the VP of Brand and work across the whole function: brand, editorial, design, product marketing, demand generation, and integrated marketing. This is not a strategy-only role, and it isn't a glorified project-management seat either. In any given quarter the org is shipping product launches, field events, partner campaigns, and demand programs in parallel, often across regions and time zones. That pace is the reason the role exists. Your job is to make sure the right work wins when everything feels urgent, that plans turn into shipped work, and that the VP of Brand and the leadership team spend their time leading instead of firefighting. Be clear-eyed about the shape of the work. A lot of it is operational: the planning calendar, the budget, the headcount plan, the weekly business reviews, the cross-functional handoffs that break when nobody owns them. The grind is the job. You should want that part, not tolerate it. One boundary worth naming up front. Marketing Ops owns the systems: the MarTech stack, attribution, scoring, routing, data pipelines, and the reporting everyone runs on. You'll be the heaviest consumer of that work, not the owner of it. If you find yourself rebuilding dashboards or running a tooling migration, something has gone wrong. Your seat is the operating rhythm of the org: meetings, priorities, plans, and the decisions that come out of them. Who you are You've run operations inside a fast, high-output B2B marketing org, and you've left it running better than you found it. You know the specific failure mode of a team that's shipping a lot and losing the thread, and you know how to pull it back without slowing everyone down. You understand how marketing actually works, at the level of someone who's done it rather than managed it from a distance. You can talk credibly about how a campaign turns into pipeline, what account-based marketing demands from both sales and marketing before it works, and where demand-gen motions usually break. You don't have to have run every program yourself. You do have to understand them well enough that the people who run them respect your judgment. You're fluent in the numbers. Pipeline math, funnel conversion, budget-to-impact. You can read a marketing dashboard and tell what's real from what's been dressed up, and you say so. Building the reporting is Marketing Ops' job. Yours is to use it well and push back when it doesn't add up. You hold strategy and execution in the same hand. You can sit in a planning conversation with the VP in the morning and chase down a stuck deliverable in the afternoon, and you don't think the second thing is beneath you. You write clearly and you communicate straight. People trust your readouts because they're honest, not because they're polished. When something is off track, you name it early. You stay calm when it's messy. A marketing org this active will hand you ambiguity every day. Your job is to turn it into a plan other people can actually follow. What you'll own Operating rhythm and planning Run the marketing org's planning cadence: annual and quarterly planning, goal-setting, and the weekly and monthly business reviews. Hold the calendar. Drive budget and headcount planning against the slate, working from Marketing Ops' tracking and reporting, and keep both honest as priorities shift mid-quarter. You own the trade-off conversations; Marketing Ops owns the numbers underneath them. Make the reviews worth holding. Drive the prep, the follow-through, and the decisions that should come out of them. Priorities and cross-functional flow Turn the VP of Brand's priorities into plans the team can execute, then hold the line on those priorities when new fires start. Keep major programs from colliding or stalling across brand, editorial, design, product marketing, demand gen, and integrated marketing. A lot of this is seeing the crash coming and preventing it. Be the person teams come to when it isn't clear who owns a decision. Connectiv