VP, Growth

Responsibilities: Owning Nivoda's marketing strategy end to end - translating company goals into a growth model, then into the channels, programmes and headcount that deliver itBuilding the marketing team from its current base: hiring, structuring and levelling up a global team, and building the systems, briefs and feedback loops that make good marketers great Owning demand generation and pipeline contribution for both sides of the marketplace - retailers who need supply, and suppliers who need demand Building the measurement layer: attribution, funnel instrumentation, CAC and payback by segment and geography, and a reporting rhythm the leadership team actually trusts Running marketing as a portfolio of experiments rather than a calendar of campaigns - defining leading indicators, killing what doesn't work quickly, and going all-in on what does Owning positioning and product marketing across a multi-product platform (diamonds, gemstones, melee, bridal, finished jewellery, payments and logistics) so each launch lands with the right segment Building the category narrative for "the operating system for the jewellery industry" - and making Nivoda the default name in an industry that still runs on WhatsApp and trade shows Driving lifecycle and retention marketing in partnership with Product: onboarding, activation, reactivation and share-of-wallet growth inside existing accounts Partnering closely with Sales and Revenue leadership on segmentation, ICP definition, territory support and sales enablement - marketing that helps close, not just fill the top Localising go-to-market across our biggest markets, from the US and UK to India, Europe and Asia, without fragmenting the brand Owning the marketing budget and making a clear, defensible case for where every dollar goes and what it returned Representing marketing at leadership and board level - bringing a point of view on where growth comes from next, and the evidence behind itRequirementsSignificant experience leading marketing in B2B SMB - selling to owner-operators and small businesses, not enterprise procurement committees. You understand that a high-volume, lower-ACV motion is a fundamentally different sport A track record of building marketing teams and functions from the ground up. You've been the first or second marketing leader, hired the team, chosen the stack and created the operating model. Maintaining someone else's machine is not what you're looking for Deep, hands-on data and growth orientation. You build growth models, instrument funnels, run experiments with real statistical discipline, and can talk fluently about CAC, payback, conversion by stage and cohort behaviour. You're as comfortable in the numbers as you are in the narrative Demonstrated ownership of a pipeline or revenue number, with the receipts — you can walk us through what you inherited, what you changed, and what it did to the funnel Full-stack breadth: you've owned some combination of performance, content, product marketing, lifecycle and brand, and you know which of them matters most right now versus in eighteen months Genuine senior leadership: you've hired, managed managers, made hard calls on people and priorities, and held your own with a founder, CEO or board The judgement to say no. You can name the channels you deliberately didn't pursue and explain why, anchored to the company's go-to-market model Comfort with ambiguity and low hierarchy. You're happy to write the ad copy yourself one week and present the three-year growth model the next Excellent written and spoken English, and the ability to operate across time zones in a globally distributed team