Senior Marketing Manager

EnCharge AI; United States; Remote; USD 100.000 - 180.000; Vollzeit

Zusammenfassung

EnCharge AI, Inc. is seeking a Senior Marketing Manager - Narrative and Launch to own the plan, sequencing, proof points, and readiness for multichannel product launches. The role reports to the SVP of Marketing and is US remote.

You’ll shape how our analog compute technology is explained to developers, analysts, and customers, build the brand narrative, and drive launch enablement with hands-on execution in a small team.

Aufgaben

• Launch plans and multichannel launches coordination (digital marketing, PR, events)
• Shape and explain the product narrative to diverse audiences with evidence
• Execute content, social, creative and events; coordinate vendors and freelancers
• Translate technology into explainers, briefs, and customer stories; ask the right questions
• Ensure accuracy in public statements and avoid unverified performance numbers
• Assess competitive landscape and inform positioning with research

Jobbeschreibung

Senior Marketing Manager - Narrative and Launch

US Remote · Reports to SVP Marketing

AI is hitting a limit. Not in the models, not in the data, not in the software. It's a power limit, and it lives in the chip, where the physics is fixed and you can only squeeze so many bits out of a watt. Every watt AI wants comes off the same grid everyone else shares.

The problem isn't unknown. The rest of the industry is trying to solve it by making the same chip better, which earns incremental gains, not the step change that puts AI everywhere without breaking the grid. EnCharge AI is using a different set of physics: analog in-memory computing, which computes with charge instead of switching transistors, built and running at roughly 20x the performance per watt.

Why this role exists

This role is strategy and execution in the same seat, with the balance tilted toward execution. It helps shape how a genuinely hard technology gets understood, and it spends most of its days doing the hands‑on work that makes that happen. That combination is hard to hold, and rewarding for the person who can.

Analog compute has been the industry's white whale. For decades it's been the thing everyone agreed would change computing, if anyone could get it to work at scale. We have. Now it has to be understood, by developers, by the companies building the devices, by the analysts shaping the category, and by an industry with a lot invested in the current answer. Hard technology does not explain itself, and the companies that win this category will be the ones people can follow.

Marketing is a small team, and this role reports to the SVP of Marketing. It drives the launches, plays a central role in developing the brand, corporate, and product narrative, and reaches into everything else a small team has to cover.

What you'll drive

Launches. You drive them: the plan, the sequencing, the proof points, and the readiness of everyone who has to talk about it. That means hands-on execution as well as coordinating digital marketing, PR, and events into one coherent multichannel launch.

The narrative. How we explain what we've built, to each audience that matters, in a way that survives contact with a skeptical one. The SVP of Marketing owns the brand, corporate, and product narrative, and you're a key player in building it: you research, build, test, and bring the evidence that changes it, then make it hold everywhere it has to work: the site, the deck, the brief, the booth, the briefing, the field.

Execution. You'll get your hands dirty: content, social, creative, events. And you'll coordinate the vendors and freelancers who extend what a small team can do and hold their work to the standard.

Translating the technology. You work directly with the people who built this and turn it into explainers, technical briefs, launch narratives, and customer stories. You are not the deepest technical mind in the room. You are the person who knows which question unlocks the explanation, and what to do with the answer.

Accuracy. We are careful about what we say publicly, and this role carries that. You won't be deriving the performance numbers. You will decide whether the way we describe them is something we can stand behind and say so when it isn't.

Competitive. Where the incumbents and the other challengers actually are, which of their advantages hold up, and what that means for how we position. Bring the research, not the opinion.

Enablement. Materials that business development and technical sales actually use, because they answer the questions they're getting. If they route around what you build, that's your signal.

Brand and breadth. How we sound, what we're recognized for, and whether the story holds together across everything a person encounters. Plus analyst and press support, internal comms, and the marketing strategy work that comes with a small team. At this size, the line between “my job” and “the work” is thin, and we're upfront about that.

How you'll work

This part matters as much as the résumé.

• Challenge and improve. Don't assume anyone knows better, including the people who've been here longest. Especially not us.
• Come prepared. An opinion with research, data, or intel behind it beats ten without. Bring the argument, not the instinct.
• Don't wait for permission. See the opportunity, take it, tell us what you did. Direction will not always arrive before the moment does.
• Build the mechanics. We're building a marketing function from scratch. The frameworks, the launch process, the enablement system, the competitive cadence: they don't exist yet, and