Director, Strategic Events and Experiences

Springhealth; United States; Remote; USD 120,000 - 170,000; Full time

Job summary

Spring Health in the United States is seeking a Senior Events leader who will own the events strategy and portfolio end to end, deciding where to invest and how events create demand, deepen customer relationships, and open executive doors.

You will lead a team of two event marketers and partner with sales, customer success, revenue operations, and marketing leadership to execute major programs like Tidal, Revenue Kickoff, and President's Club.

Qualifications

• Experience leading B2B events programs and a portfolio.
• Strong ability to measure ROI for events.
• Proven track record managing budgets and external partners.

Responsibilities

• Own the events strategy and portfolio end to end.
• Lead the events team and manage budgets and trade-offs.
• Execute major events like Tidal, Revenue Kickoff, and President's Club.
• Build an executive and account-based events engine.
• Make events commercially accountable with ROI dashboards.
• Leverage AI to enhance events and streamline operations.
• Collaborate with sales, customer success, and marketing leadership.

Skills

Event strategy

Team leadership

Budget management

Cross-functional collaboration

AI in events

Job description

Reporting to the VP, B2B Marketing, this role owns our events strategy and portfolio end to end, deciding where we invest, what we stop doing, and how events create demand, deepen customer relationships, open executive doors, strengthen our brand, and advance priority accounts. You'll lead a team of two event marketers and work closely with sales, customer success, revenue operations, and marketing leadership. The portfolio spans major industry sponsorships, executive experiences, regional and account-based programs, Tidal (our annual customer and prospect event), Revenue Kickoff, and President's Club. This is a full time, fully remote position on our team.

What you'll do:

Own the Events Strategy

• Build the annual events strategy against company, marketing, and revenue priorities.
• Decide where to place bigger bets, where to pull back, and which programs no longer deserve investment.
• Every major event should have a clear job: creating pipeline, advancing an opportunity, engaging a priority account, expanding a customer relationship, building executive access, or strengthening our market position.
• You own the portfolio, the budget, and the trade-offs.

Lead Our Most Important Experiences

• Own the strategy and execution of Tidal, shaping the audience, content, speaker strategy, programming, attendee experience, and commercial goals.
• Work with senior leaders across the company to make Tidal a platform customers value and want to invest in year after year, prospects want access to, and the market associates with Spring Health.
• You'll also lead revenue kickoff, president's club, and other high-profile company experiences. Generic corporate events will not cut it.
• Build the processes and standards that keep the portfolio consistently high quality, even when execution is distributed across the team and external partners.

Build an Executive and Account-Based Events Engine

• Create experiences worth a senior buyer's time.
• Build a scalable executive and regional events motion with sales and customer success, using dinners, roundtables, experiential programs, partner events, and other formats where they can actually move accounts.
• Start with the account objective, not the event idea: before a program launches, the target audience, outreach plan, desired account movement, follow-up motion and expected ROI should already be clear.

Make Events Commercially Accountable

• Build a measurement model that reflects what each event is supposed to accomplish, whether that's sourced pipeline, target-account engagement, opportunity progression, executive relationships, customer expansion, brand visibility, or another measurable outcome.
• Partner with sales, BDR, marketing operations, and revenue operations to connect events to the broader GTM motion before, during, and after each program.
• Own a regular reporting cadence, dashboards and updates that give leadership a clear, current view of portfolio performance and ROI. Use the data to make decisions. Keep what works. Change what doesn't.

Use AI to Make a Small Team More Powerful

• Find practical ways to use AI across audience selection, research, outreach, personalization, planning, analysis, feedback synthesis, and event operations.
• Build repeatable workflows that eliminate low-value manual work and free the team for strategy, creativity, relationships, and execution.
• Stay current on emerging event technology and formats: test what has potential, ignore what's mostly noise. The standard is simple: does it make the work better or materially increase the team's leverage?

Lead the Team

• Manage and develop two event marketers who own their programs end to end.
• Set a clear bar. Coach judgment, not just execution. Stay close enough to improve the work without becoming the person every decision funnels through.
• You'll also manage agencies, venues, production partners, sponsors, and vendors, and decide what should stay in-house versus what should be handled externally.
• Bring a point of view. This team should help determine where events can create business impact, not wait for someone to send an event request.