Glacier ZipLines

Chief Marketing Officer

• Own positioning for all active and pipeline programs — develop defensible, specific positioning that reflects a real POV on why a program wins in market, not a summary of what it covers.
• For each new launch, develop a clear target audience definition, core message, and expected learner profile that give Growth a strategic foundation before campaign planning begins.
• Own company-wide ICP clarity across the existing portfolio — maintain a living, data-informed view of who our learners are, what drives them, and how that is evolving.
• Monitor positioning health for existing programs. Flag when enrollment demographics, NPS signals, or performance patterns suggest positioning has drifted and a refresh is needed.
• Own the VoC program — design and run a regular cadence of interviews with prospective learners, active learners, rejecters, and alumni.
• Synthesize findings into clear positioning inputs and share them with Growth and Product on a defined cadence. Interviews that don't change something aren't worth running.
• Partner with our data team to connect qualitative VoC findings with quantitative signals — enrollment demographics, NPS, ad performance — to build a complete picture of whether our positioning is working.
• Run quarterly persona reviews to assess whether the learners we are reaching match the learners we are targeting.
• Serve as the primary strategic point of contact for our copywriter — provide clear positioning direction before he writes, and precise editorial direction when his output needs refinement. You are not writing everything yourself; you are making sure what he produces is right.
• When VoC work or feedback loops from Growth signal that positioning has shifted, drive that change through the messaging framework and brief the copywriter on what needs to be updated in the messaging bank. You own the signal; he owns the pen.
• Own the quarterly messaging bank review cycle: assess whether copy in market has drifted from current positioning and determine what, if anything, needs to be refreshed.
• Escalate to Product and LXD when signals suggest the course itself needs to change — not just the copy or the positioning.
• Partner with the Growth team on performance feedback loops — understand what the data is saying about whether our positioning is reaching the right people, and bring that back to your positioning work.
• Coordinate with Product Operations who handles project management and logistics on your behalf so you can focus on the work that only you can do.
• Build trust with Sara and Megan as a credible, decisive voice on positioning and messaging — someone they will defer to rather than second-guess.

Director of Product Marketing

Artificial Intelligence

• Fully complete the course in advance, gaining hands-on experience with all tools, workflows, and assignments to provide expert-level support to learners throughout the program.
• Help learners apply AI for Sales skills through hands-on projects, guided builds, and real-world use cases.
• Support learners in troubleshooting, refining, and expanding on the course’s core exercises, demos, and activities by drawing from your own experience building them.
• Inspire learners, build confidence, and foster a strong, practical, and responsible understanding of AI for Sales.
• Drive engagement, retention, and learner success through active, thoughtful facilitation in a highly interactive, application-based learning environment.

Director of Product Marketing

Live Session Instructor – AI for Sales